Source · Select Committees · Justice Committee
Recommendation 38
38
Deferred
CCRC's current structure is failing due to ineffective commissioner and leadership relations.
Conclusion
We are concerned that the current structure of the CCRC does not appear to be functioning as it should. The Criminal Appeal Act 1995 created the CCRC as a body corporate, with the commissioners as members of the Commission, vested with the statutory functions to investigate and refer miscarriages of justice to the courts. At present, it appears that the relationship between the commissioners and the senior leadership team is not operating effectively. The absence of a chair, or even an interim chair, since January appears to have caused significant difficulties. The Ministry of Justice must take a degree of responsibility for not putting a plan in place to replace Helen Pitcher. (Conclusion, Paragraph 101)
Government Response Summary
The government agrees the CCRC is important and faces challenges in rebuilding public trust. It outlines that the interim Chair's review will undertake an urgent and comprehensive evaluation of the CCRC's governance and leadership to restore public confidence.
Government Response
Deferred
HM Government
Deferred
The Ministry of Justice agrees that the CCRC is a hugely important organisation, and that it faces significant challenges in terms of rebuilding public trust in its work. The new interim Chair’s review will cover many of the aspects the Committee has expressed concern about, and we look forward to considering Dame Vera’s views and recommendations over the coming months. The terms of reference for the interim Chair’s review explicitly state: Primary Objective: Review of the CCRC The priority of the incoming interim Chair will be to restore public confidence in the organisation and the important work it undertakes investigating potential miscarriages of justice. The postholder will undertake an urgent and comprehensive review of the CCRC including its internal governance, leadership, and the operational effectiveness of its statutory functions. This should include but not be limited to: Governance: To evaluate the effectiveness of the organisation's governance, including its structure and operational efficiency, and the effectiveness of the structural relationship between the Commissioners, the Body Corporate, the Board, and the Executive. Capability: An evaluation of the senior leadership team should also be conducted to identify areas where further support or strengthening is needed, in order restore public confidence.