Board minutes 2026

Minutes of Meeting of the Board

27 January 2026

Meeting held remotely by video conference

Present:

Dame Vera Baird – (Interim Chair)
Ms Amanda Pearce – (Interim Chief Executive)
Mr Peter Ryan – (Finance & Corporate Services Director)
Mr Ian Comfort – (Commissioner)
Ms Rachel Ellis – (Commissioner)
Ms Johanna Higgins – (Commissioner)
Mr Rob Ward – (Commissioner)
Mrs Linda Lee – (Commissioner)
Mr David Brown – (Commissioner)

1. Welcome and apologies and declarations of interest

Apologies:

Ms Nicola Cockburn – (Commissioner)
Mr Mark Oldham – (Independent Non-Executive Director)

In Mr Oldham’s absence the Board was not quorate; however, members agreed to proceed to discuss key matters. It was further agreed that should any decisions be required, a short additional meeting would be convened to enable Mr Oldham’s participation, or alternatively that any necessary approvals would be obtained in writing outside the meeting.

2. Minutes of Board Meeting: 25 November 2025

The minutes were accepted, subject to the following additions being incorporated.

• Security changes lessons learned – During the discussions the Board, and particularly some Commissioners expressed concern at the lack of trust that the staff felt when the previous CEO altered their security settings.
• Management Information Pack – Commissioner Lee asked whether the budget for 2025/2026 had been made based on 8 Commissioners working 1 day a week or 11 Commissioners working 1 day per week. The Finance & Corporate Services Director confirmed that it was 11.
• Cyber risk – The Director of Finance & Corporate Services advised the Board that he would provide a more regular update on the progress of this risk which would become a standing Board agenda item.
• Commissioners draft terms and conditions – Some Commissioners expressed unease about the proposed changes to Commissioners’ terms and conditions’, reflecting a range of views. The Chair reminded the Board that a draft had been circulated before Christmas and that the proposed changes were relatively minor. Some Commissioners had indicated acceptance at the pre-Christmas staff event. Commissioners expressed the view that the Board was not the appropriate forum for formal consideration and should instead be addressed by the Body Corporate meeting at its scheduled meeting in early March. In the meantime, the draft Terms and Conditions would be recirculated again for comment.

3. Interim Chair’s update

The Chair reported excellent progress across several key areas and confirmed
that the New Chief Executive’s security clearance was nearing completion, with final confirmation expected shortly. It was noted that the incoming Chief
Executive was very eager to begin and that the appointment followed a strong MoJ internal recruitment process. The Chair anticipated being able to formally
introduce the new Chief Executive within the next couple of weeks.

The Chair reported that plans to streamline the casework process through a
series of new pilot initiatives, led by the Interim CEO/Director of Casework.

The appointment of a new INED Jackie Mann had now been confirmed. Her
meeting with Mark Oldham INED was being arranged, and the induction process finalised. It was hoped that she would also be able to attend the March Staff Day.

Relationships with Miscarriages of Justice Charities have strengthened and a new Stakeholder Forum was being established with a shared agenda. The first
meeting of the new group was currently being arranged.

The Chair continued to attend the All-Party Parliamentary Group on Miscarriages of Justice, supporting wider engagement. The Chair expressed strong satisfaction with the recent improvements to CCRC correspondence, which was now more open and approachable, with application forms to be refined next.

The organisation-wide review was progressing smoothly. HMCPSI were
preparing for interviews. The Deputy Director of MoJ Planning and Performance would be reviewing the Senior Leadership Team and the remaining directorates. The Forensic Opportunities Programme was currently being reviewed by a retired HMICFRS who would also review legal. Everything should be completed by the end of March, and the Chair would then report to the Secretary of State. It was noted that staff had responded positively to the review.

The Chair outlined a proposal that while staff contracts would remain with ‘home’ listed as the place of work, an offer would be made that staff could work from the Stevenson Street office, or from MoJ/ALB hubs, reasonably near to their home, with which suitable arrangements were being made by HRs. The Chair would confirm whether a formal vote was required, nearer the arrangements being finalised, although there had been no objections from Commissioners who all expressed support for this initiative. Mr Oldham would be asked for his views.

4. Management Information Pack

4.1 Actions update

Commissioner Lee raised the issue of Part 2 minutes, emphasising the need for a clear proposal rather than a continued postponement. The Board acknowledged that the original Part 2 minutes paper had been discussed very late in the previous meeting, with agreement for it to return to the next Board meeting for discussion. The Chair commented that a model set of Part 2 minutes should be drawn up for the next meeting, whilst at the same time
recirculating the CEO/Director of Casework’s previous report, so that the Board could take a decision in principle that adopt a model or amend it. The Chair
would take this forward outside of the meeting.

4.2 Management Information Pack

This was noted.

Commissioner Lee highlighted major concerns about the sharp reduction in available Commissioner capacity under the current one day a week model and called for a focused discussion on future budgeting.

The Director of Finance and Corporate Services advised that following indications of additional funding the 2026/2027 budget would support an average of around 2 days per Commissioner week, and with 16 Commissioners expected, the overall capacity should significantly increase. Commissioner
Higgins added that the Justice Select Committee had described 52 days per
year as insufficient.

5. Casework Report

This was noted. Highlights included intake remaining very high and was on track to reach a record level. 28 cases had been referred so far, this year and another 16 cases was expected before the year end.

5.1 Forensic Opportunities Programme

In respect of the Forensic Opportunities programme, by 19 January 2026, 567
cases were assessed with no reopenings. The programme was on track to
exceed its target.

6. Casework capacity

Two initiatives arising from the October staff day were now being progressed. The first related to the ‘No Appeal’ pilot and the Paralegal pilot aimed at increasing capacity and improving workflow. Two paralegals would support the pilot, with one devoting half their time to triaging ‘no appeal’ cases and a second paralegal joining the team as the pilot became established. This should enable around 50% of ‘no appeal’ cases to be triaged at an early stage and would free CRM time. The paralegal role would be tested as a broader support function, including assisting with smaller cases, supporting tasks on larger cases, and handling applicant communications. The pilot was due to start the following week and would be kept under review. An update would be provided to the Board.

Due to recent CRM turnover, the additional capacity gained through last year’s recruitment had been largely lost. Three vacancies had now been filled (one in post, and two starting in April), but further recruitment was still required. As a
short term measure the CEO/Director of Casework proposed queuing cases
based on risk – Type 1 cases least likely to result in a referral and easiest to
recover once capacity improved, and Type 2 cases where the applicant was at
liberty. Normal prioritisation for vulnerable applicants would continue to apply. It was noted that the queuing would be temporary.

A further initiative was being introduced, in one casework group, to improve early engagement with applicants by speaking to them earlier in the process. The aim was to manage expectations, reduce repeated submissions and better understand with applicants what they particularly wished to raise, especially in cases where application forms contained limited detail. This early engagement overlapped with the ‘no appeal’ work. Some applicants once spoken to, might
choose to withdraw and pursue an appeal instead, understanding that they could return to the CCRC if they failed. This approach was expected to save time and improve clarity at the outset.

7. Pilots

The Chair sought the Board’s views on the proposed pilots, and no objections
were raised, save a warning of the need for a clear exit strategy in respect of the queuing pressures. The Board considered the maximum period for the trial should be six months. This timeframe would allow the organisation to bring in additional staff and to move suitable cases into the ‘no-appeal’ pilot as capacity increased. The CEO/Director of Casework agreed to bring an exit strategy to the March Board meeting.

The Board agreed that the pilots should begin as soon as Mark’s approval was secured. The Chair to speak to him at the earliest opportunity and confirm his
position before the next meeting.

8. Corporate Plan update

The Board considered three Business Planning and performance options: 1) To
review progress against the Corporate Business plan priorities, 2) to recommend delaying the next Corporate Plan until the review concluded, and 3) to propose to the MoJ that the current Business Plan be extended until a new plan was developed.

The Board agreed to proceed with options two and three as proposed. However, option one would be amended to state that the Board declined to accept that progress was made against the Corporate Plan’s priorities, recognising that overwhelming external events had prevented this.

9. Comms update

No Comms update was requested.

10. Any other business

None.

Minutes of a Meeting of the Board

24 March 2026

Meeting held remotely by video conference

Present:

Dame Vera Baird – (Interim Chair) 

Ms Tracey Calleia – (Interim Chief Executive) 

Ms Amanda Pearce – (Director of Casework) 

Mr Peter Ryan – (Finance & Corporate Services Director) 

Ms Rachel Ellis – (Commissioner) 

Ms Johanna Higgins – (Commissioner) 

Mr Rob Ward – (Commissioner) 

Mrs Linda Lee – (Commissioner) 

Mr David Brown – (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: Mr Ian Comfort (Commissioner)

Declarations of interest: none.

2. Minutes of Board Meeting: 27 January 2026.

The minutes of the last Board Meeting held on 27 January 2026 were approved.  

Matters arising: 
 
In respect of item 8, the Board confirmed its previous decisions regarding the Business Plan and Corporate Plan. 
 
i. Delay the next Corporate Plan until the review concludes. 

ii. Propose to the MoJ that the current Business Plan be extended.   
 
Option i was amended to note that the Board did not consider meaningful progress to have been made against the Corporate Plan priorities due to significant external factors. 
 
Part 2 Minutes – VB noted that an item intended for delegation had not been actioned; she would delegate within the next few days, and return to the next Board meeting. 

3. Interim’s Chair’s update

The first stakeholder meeting was held on 18 February and was well attended, with Appeal, CALA, Advocate, Innocence Projects, JENGba and the Law Commission represented. Early discussion considered whether charities could support applicants who have not yet appealed, with some interest expressed subject to practical constraints. Commissioner Higgins noted the absence of Northern Ireland representation. The Chair and Commissioner Higgins will discuss options for Northern Ireland engagement, likely involving the new Northern Ireland Commissioner. 

The Chair noted widespread misunderstanding among stakeholders about CCRC processes; and short explanatory videos were being considered. The Chair to speak at the All-Party Parliamentary Group on Miscarriages of Justice on 15 April. 

The Chair reported that updated correspondence templates (non-decision letters) have now been implemented, further to our resolution to communicate, to our applicants and their representatives, in an improved way. Decision document templates were being revised and would be shared in draft form for the Board’s comments.  The Chair reiterated her strong concern about the template referring to the ‘Samaritans’.  Decision-makers may remove it.  Revised wording, supported by a formal policy would be brought back to the Board. 

The No Appeal Pilot has launched internally, with early cases completed more promptly, under the new system. Although general case queuing pressures remain, CRM recruitment has begun again, with the recruitment pack nearing completion. 

Discussions are underway on arranging for regional work hubs, for staff, who live away from Birmingham who may wish to accept the proposed offer of working in an office, and potentially with colleagues, from time to time.

New Commissioners will join on 7 April, and planning for their induction was underway.  Board members were asked to consider how they wished to welcome them.   

The forthcoming Commission dinner at Mowgli provided an opportunity for Commissioners to meet Tracey Calleia Interim Chief Executive and Jackie Mann, newly appointed Independent Non-Executive Director ahead of the forthcoming staff day. 
 
HMCPSI and MoJ review work was moving towards completion, with reports pending. Inspections of the legal team and the Forensic Opportunities Programme have concluded, while the Chair continued to gather views on the Commissioners’ role, including from former Commissioners and previous Chairs. Commissioners were reminded to complete the role review questionnaire, part of the Chair’s Review, by the end of March.

4. Interim Chief Executive Update

The Interim Chief Executive provided a brief overview of her professional background, including senior leadership roles across the courts service and national roles in enforcement and compliance. She noted that this was her seventh day at Stephenson Street and that she was undertaking a detailed induction programme, which had been valuable in understanding current casework, staffing structures and corporate services. 

Tracey commented on the strong commitment and enthusiasm of staff and noted that key areas of interest include future workload management, organisational direction, and Remote First arrangements. She advised that her initial focus was on listening and observation, alongside consideration of the forthcoming HMCPSI review. She also confirmed plans to increase external outreach, including Prison Radio, and to strengthen internal communications with staff. 

5. Actions update

The Director of Casework noted no further issues on the action tracker.  She highlighted early results from the no-appeal pilot, with cases completing in around 30 days compared with the usual 90.

6. Management Information Pack

On the Management Information Pack, the Director of Casework observed that KPIs remained below target due to portfolio sizes and workload, though queuing had begun to reduce portfolios slightly and cases awaiting decision remained steady at around 80, an improvement on the previous backlog. She also reported that applications had reached 1,800 for the year to date, surpassing the Commission’s previous highest annual intake.

7. Casework Report including Forensic Opportunities Programme

The Director of Casework reported continued strong referrals performance and good progress on the Forensic Opportunities Programme, with 690 Phase 2 assessments completed and around 40 cases with ongoing enquiries. Some recent forensic results were not supportive of the applications, which she noted was expected within the programme. 

On IPP cases, at least two of the three referrals had been listed for hearing on 22 April, with a judgment expected soon after. The Commission currently holds around 150 open IPP cases. 

Regarding the Henley recommendations, most activity had now transitioned to business as usual. The remaining items related to completion of the DNA Casework Guidance review and rollout of new DNA database functionality in April, which would enable the Commission to flag interest in relevant profiles. The Director of Casework recommended ceasing Henley reporting following publication of the Annual Report, as the work was now fully embedded. 

She also provided a short update on current high‑profile cases.

8. Exit Strategy

A phased plan was proposed to reduce and ultimately eliminate the queued cases from June onwards by allocating more cases than are added each month. The approach was deliberately conservative in estimating capacity. For Type 1 cases, three methods would be used: deploying two experienced CRMs alongside the two new starters to focus on Type 1 work; periodic “surge” weeks where selected CRMs concentrated solely on queued Type 1 cases; and limited use of overtime. Type 2 at‑liberty cases would be absorbed through normal allocations. The success of the plan depended on stable CRM capacity and case volumes. Work had begun to track queue size, case age and allocation timelines, and this monitoring would be added to the monthly Board management information pack.

9. PND Reconnection

The Board received an update on progress to restore the CCRC’s access to the Police National Database (PND), which was lost following the move to 23 Stephenson Street. In the absence of direct access, staff currently rely on Section 17 requests, which were noted to be slower and less effective. The Board noted the proposal to meet the PND access requirement by submitting limited intelligence reports in relevant cases, with data no broader than that currently provided under Section 17 and subject to appropriate safeguards. This would support CPIA evidence‑retention requirements identified through the Forensic Opportunities Programme and enable case flagging for future intelligence updates. The Board noted that reconnection would incur no additional cost beyond standard licensing fees and would improve access for both live and closed cases. Issues accessing Northern Ireland records were also noted, and further discussions were agreed to explore potential access via Causeway.

10. Indicative Budget

The Director of Finance and Corporate Services introduced the paper. The Board noted that the CCRC had secured over £1m in additional funding, a positive outcome relative to other ALBs, following bids highlighting pressures for 2026/27. However, significant challenges remain in deploying this funding effectively due to persistent difficulties recruiting and retaining Case Review Managers (CRMs). 

The CCRC was forecasting its first overspend in seven years, driven largely by Review costs, while pay budgets continue to underspend due to recruitment gaps. Despite increased Commissioner capacity in 2025/26, projections show open cases would not reduce until 2031 without further intervention. 

The Board noted ongoing recruitment challenges within the CRM function.  Actions underway include enhanced advertising, improved recruitment materials, stronger early candidate filtering, and mitigations such as converting trainees, using Kalisher interns, and more flexible use of paralegal.  The Board also discussed structural issues affecting CRM workload and support, including measures to reduce administrative burdens. 

The Board discussed CRM pay levels; market evidence was mixed and previous MoJ requests for pay flexibility had been declined. The draft budget and resourcing plan would be updated following confirmation of the MoJ settlement and returned to the Board for final consideration, with further Board input invited. 

11. Cyber Security

Peter Ryan introduced the paper, and Hannah Taylor presented it to the Board. The Board noted that the Red Team ethical hacking exercise by Arista (£27k) was nearing completion. An interim report identified 24 findings (10 high, 10 medium) across infrastructure, firewalls, DLP and SharePoint. While core controls were in place, configuration weaknesses resulted in broader user access than intended; no evidence of staff misuse was found. A 90‑day remediation plan was underway, with high‑priority actions already in progress (£3k spent). The Board noted progress on the organisation’s technology and information management improvement programmes.  The work identified a number of areas for continued development and enhancement, which are being taken forward as part of the ongoing improvement plan. Options for MoJ oversight via LawTech and the development of a sandbox environment were noted. A full update would be provided to the Board in May.  Commissioner Higgins noted that Commissioners had some concerns regarding the proposed tighter use of permissions.  It was agreed that this should be recorded as a point of caution. 

12. Comms Update

A written Comms update would be provided by Paul Napier after the meeting. 

13. Any Other Business

Courts & Tribunals Bill: 
 
The Director of Casework outlined the Courts & Tribunals Bill provisions affecting the CCRC.  Crown Court appeals would align with Court of Appeal procedures, including a new “substantial injustice” test for referrals based on legal developments, which should not cause operational issues as the CCRC already applied a similar approach. The provision preventing harsher sentences following a CCRC referral had been removed; the Bill now clearly prevented worse outcomes, making the removal non‑problematic. Commissioner Higgins also raised a note of caution regarding the need to safeguard the “no worse off” principle (notably s11(6)) and expressed appreciation for the Director of Casework’s explanation. The Director of Casework would also review other relevant proposals (including bad character/false confession amendments) and circulate a briefing note to the Board.

Minutes of a Meeting of the Board
19 May 2026
Meeting held remotely by video conference

Present:

Dame Vera Baird – (Interim Chair)
Ms Tracey Calleia – (Interim Chief Executive)
Mr Peter Ryan – (Finance & Corporate Services Director)
Ms Rachel Ellis – (Commissioner)
Mr Ian Comfort – (Commissioner)
Ms Johanna Higgins – (Commissioner)
Mr Rob Ward – (Commissioner)
Mrs Linda Lee – (Commissioner)
Mr David Brown – (Commissioner)
Ms Jackie Mann – (Independent Non-Executive Director)
Mr Mark Oldham – (Independent Non-Executive Director)

1. Welcome and apologies for absence and declarations of interest

Apologies:

Ms Amanda Pearce – (Director of Casework)
Ms Nicola Cockburn – (Commissioner)

The Chair welcomed Commissioners Joelle Black and James Lucas, who were
attending as observers. No declarations of interest were made.

2. Minutes of the previous meeting and matters arising

The minutes of the last Board Meeting held on 24 March 2026 were approved.

Matters arising:

Commissioner Higgins noted, in relation to item 9 (Cyber Security), that
Commissioners had some concerns regarding the proposed tighter use of
permissions. It was agreed this should be recorded as a point of caution.

On item 11 (Courts & Tribunals Bill), Commissioner Higgins raised a note of caution regarding the need to safeguard the ‘no worse off’ principle (notably s1196) and expressed appreciation for the Director of Casework’s explanation. An error was identified in the current wording. It states that a provision allowing harsher sentences following a CCRC referral had been removed; this should instead read that the provision preventing harsher sentences following a CCRC referral had been removed. Article 11(6) of the Bill safeguards against harsher sentences.

3. Chair’s update

APPG on Miscarriages of Justice:

The Chair reported attending the APPG, noting low attendance due to parliamentary recess (David Davis MP the only senior parliamentarian present). She expressed a wish to attend again when attendance was higher.

Correspondence Templates:

The Chair reported that some outdated correspondence appeared to have been used, despite earlier improvements to templates. This may be an error, which
she was reviewing, including a case raised by Appeal. She believed non decision documents have largely been updated, though this was not yet fully
confirmed.

The Chair noted that decision documents were not yet finalised and proposed
bringing them to the Board to ensure they accurately reflect decisions ahead of Commissioner sign-off.

‘No Appeal’ Pilot:

The pilot was operating effectively, currently managing c.25% of ‘no appeal’
cases. Work had been reallocated from CRMs to paralegals (with Commissioner oversight), reducing turnaround times to under one month. This was alleviating CRM workload and enabling their focus on complex cases. Capacity would increase shortly, with potential for further expansion.

Regional Work Hubs:

A pilot hub for employees in the Manchester area had been established (in
central Manchester) to support collaborative working; initial engagement activity was underway. Commissioner Higgins queried potential extension to Northern Ireland; and this would be considered following the evaluation of the pilot.

The Chair noted a cautious move towards hybrid working was likely to be considered in the future, only for new recruits under a new contract to be drafted, specifying that, and not for existing staff. Current employees would not be required to change their working arrangements, although increased office
presence would be encouraged. There would be greater reliance on regional
hubs, including Birmingham, as part of this approach. The Chair emphasised
the importance of in-person working for reflection, team cohesion and fostering camaraderie.

Commissioner Ward raised concerns regarding differing employment terms; the Chair confirmed legal advice had been sought and would be supplemented as required.

HMCPSI and Organisational Review:

Progress continued across all strands: Legal and FOP were performing well,
while corporate functions need further development. Early inspection feedback highlighted strong staff commitment, with improvements needed in QA and
timeliness; an action plan was being prepared for the July HMCPSI report.
Assessment of the Commissioner role was ongoing, with stakeholder input and process mapping identifying efficiency gains. The Board emphasised that
changes would be targeted, not fundamental, and underlined the importance of staff engagement and transparency, supported by a June Staff Event Day.

Communications Resource:

The Board noted that short-term communications support had been secured to assist with publication of the Inspection Report. Capacity within Communications and IT remained stretched and was under ongoing review.

The Chair provided an update on several operational matters.

The Board noted that CRM recruitment was progressing well, with paralegal
recruitment to follow in order to support capacity. Further work was planned to improve the handling of LRC cases.

The Board noted that future Commissioner recruitment needs had been
identified; however, the timing would depend on decisions regarding the future model and terms of appointment.

Part 2 Minutes:

Commissioner Lee highlighted the need for a formal mechanism to record
confidential or sensitive matters (“Part 2 minutes).

It was noted that sensitive information was sometimes shared but not formally recorded, creating potential governance and audit risks.

There was broad agreement to introduce a Part 2 agenda and minutes process in line with good practice, while recognising such items should remain exceptional. The Board also noted that confidential material may still be subject to FOI legislation and that clear criteria and governance arrangements were required.

The Board agreed to develop a structured protocol to strengthen governance
and accountability. INED Jackie Mann would share an example of existing practice.

4. Interim Chief Executive’s update

The Board received an update from the Interim Chief Executive on current
operational activity, resourcing, and improvement work.

The Interim Chief Executive reported that recruitment activity was underway to strengthen operational capacity. Approval had been secured for two additional paralegals and recruitment had commenced. In addition, the organisation was in the process of appointing three Case Administrators (CATS) and two Senior CATS on nine-month fixed-term contracts, which would run to the end of the financial year. These roles were intended to alleviate pressure on Case Review Managers and support delivery across the casework function.

The Board noted progress in responding to the HMCPSI recommendations. A
two-day workshop involving case review staff was held to examine the
end-to-end case management process, with a further two-day session
scheduled in Birmingham to review and test emerging proposals.

The initial session generated 24 suggested improvements, focusing on reducing duplication, addressing failure demand, and identifying opportunities for greater efficiency. Areas of particular interest included the expansion of ‘no appeals’ work, improvements to the reapplication process and consideration of learning from the Forensic Opportunities Programme. Action planning was
underway, with further development to follow at the next workshop. A meeting with the Casework Director was planned for early June to align next steps.

The Interim Chief Executive also updated the Board on stakeholder engagement. Work was ongoing to strengthen relationships across key partners, including police forces, the Legal Aid Agency, the defence community, and the CPS. A meeting had been arranged with senior representatives of the
Legal Aid Agency, with an initial focus on issues relating to Section 17 requests. This work was informed both by discussions arising from the recent workshops and by insights gathered during initial induction activity regarding system
barriers.

The approach to the LRC was also under review, with the intention of
refocusing its purpose and delivery. Preparatory discussions were scheduled
ahead of the next session on 4 June.

In relation to performance, the Board noted that demand continued to increase. Year-to-date applications stood at 257 compared with 205 at the same point last year, confirming an upward trajectory in workload. Alongside recruitment, further work was planned to explore additional ways to relieve capacity pressures on CRMs and Group Leaders, including administrative and process improvements.

In discussion, the Board sought assurance on forward projections and the
anticipated impact of recently appointed Commissioners on throughput and
waiting lists. The Interim Chief Executive confirmed that detailed modelling work was underway and would be shared with the Board. The Board also requested sight of the emerging casework improvement proposals; it was confirmed that these would be circulated in draft form once consolidated, with an offer of a further session to take the Board through the proposals in detail.

The Interim Chief Executive would provide workforce and caseload projections, including the anticipated impact of new Commissioners, for inclusion in the next Board pack. Draft outputs from the casework improvement work and associated action plan would be shared with the Board once available, with a follow-up session to be arranged if helpful.

5. Director of Casework’s update

The Board received an update from the Interim Chief Executive, in the absence of the Director of Casework.

5.1 Actions Update

The Actions Update was noted.

5.2 Management Information Pack

The Board noted that while the queuing system had reduced individual
caseloads, backlog concerns remained; a phased approach to exiting the
queue would commence in June, and further detail and assurance on delivery
were requested. Outreach activity remained targeted and under review to avoid generating unnecessary demand. Challenges in recruiting a Forensic Adviser were highlighted, with job evaluation and secondment options under
consideration. The Board requested clearer timelines and measurable outcomes in relation to performance improvement, particularly backlog
reduction and long-running cases, and sought assurance on staff wellbeing and absence levels. Continued core funding for the Forensic Opportunities
Programme was noted.

6. Casework Report

The Board requested an update on the forthcoming Power BI Reports relating
to the queuing system and Paralegal pilot and requested that these be shared at the next meeting to provide assurance on whether the initiatives were
delivering intended outcomes. The Board noted the planned exit from the
queuing system, due to commence in June with a small team to test the impact. In discussing this, the Board expressed concern about the lack of detailed planning and clarity at this stage, given the imminent start date.

It was noted that the responsibility for the detailed plan sat with the Director of Casework, and it was agreed that a fuller update on the exit strategy and
implementation plan would be circulated to the Board following the Director of Casework’s return from leave.

7. Update on recent cyber security related reviews

The Board received the Finance and Corporate Services Director’s report on
cyber security, including findings from recent Red Team and Version 1 reviews.

The Board approved expenditure of £18,700 to address high and medium risk
issues identified in the Red Team report, to be delivered over a 12-week period.

The Board noted that further work was required in relation to SharePoint
governance and wider cyber security improvements arising from the Version 1
review. A detailed proposal, including costs and options for enhanced tooling,
would be brought back to the July Board.

The Board emphasised that cyber security remained a key strategic risk and
supported engagement with the MoJ and consideration of alternative providers to inform the next phase of work.

8. Strategic Risk Register Board Paper

The Finance and Corporate Services Director introduced the Risk Register and
Risk Appetite Statement, noting these had been reviewed by the Audit and Risk Committee and would be included in the Annual Report. The Board noted the
update with no further issues raised.

9. Comms update and external strategy

The Board noted there was no verbal update and wished to thank Paul Napier
for providing regular and effective written updates.

10. Annual Report update

The Interim Chief Executive updated the Board on discussions with the NAO
and MoJ regarding the timing of laying the Annual Report and Accounts. A
request to delay publication until October, to reflect forthcoming HMCPSI
findings, was not supported.

The Board noted that the Annual Report and Accounts would therefore proceed to be laid before Parliamentary recess, with HMCPSI recommendations and the CCRC’s response to be reported subsequently.

It was further noted that alternative approaches (including a shorter interim
report) were being explored, although these had not yet been agreed.

11. Any other business

Commissioner Higgins updated the Board following the recent conference on
The Criminal Cases Commission and Miscarriages of Justice which was
positively received.

The Chair thanked Commissioners Ian Comfort, Rob Ward, and Linda Lee for
their support and contribution during a critical period—specifically the early
part of her tenure in post—when the organisation faced significant demands
and activity. She noted that they would remain informally engaged. The Chair
also reassured the Board that there would continue to be sufficient Commissioner representation, with four working Commissioners in addition to the Chair, and highlighted that there was emerging interest from prospective
new Commissioners to join the Board once relationships were further
established.