Minutes of the VSS Board Meeting No 114

Board Meeting Type: Strategic Board Meeting      

Wednesday 21st May 2025 at 9.30am

The Europa Hotel, Belfast 

 

Board Members Present:

Sandra Horley (SH)                        Board Member (Interim Chair)

John Cahill (JC)                              Board Member

Brian Gilfedder (BG)                        Board Member

Catriona MacArthur (CMA)             Board Member

 

VSS Officers in Attendance:

Andrew Walker (AW)                     Chief Executive Officer (CEO)

Tara Lewsley (TL)                         Head of Learning and Growth

Victoria Murray (VM)                        Head of Corporate Services (Minutes)

Emma Dargan (ED)                         Head of Service Development

Nicola Nugent (NN)                         Head of Health and Wellbeing

Oonagh Todd (OT)                           Communications Manager

 

Guests:

Patrick Gallagher (PG)                    Director, Victims and Survivors, TEO

 

Apologies

None

(note TL, VM, NN, ED and OT joined the meeting for sections D to H only)

A   Welcome and Introductions

The Chair welcomed all present to the meeting and introduced Patrick Gallagher, thanking him for his attendance to engage with the Board.

B      Engagement Session with TEO (Patrick Gallagher)

The Chair outlined five main areas which the Board would like to discuss with PG:

1.    Budget Approval Processes

2.    Quarterly Reporting

3.    Partnership Agreement

4.    Engagement with Ministers

5.    Board/Chair Appointments

Members discussed each of the above with PG, with some of the key points raised as follows:

Budget approval processes – Members highlighted the pressures and administrative burden which arise when budget confirmations are delayed, noting that the process for 25/26 opening position was more positive (compared with the very difficult experience of 2024/25).  Members welcomed PG’s explanation of the unusual circumstances of 2024/25 and the expectation that future years should be less difficult.  Members noted that the prospect of multi-annual budgets sounds like a very progressive step. PG also outlined that the Programme for Government (PfG) does not cover all of the priorities of Government, and noted that support for victims has continued to be a priority alongside the specifics outlined in the PfG.  This has been evidenced by the continued protection of VSS budgets during challenging times.

Quarterly Reporting to TEO – Members noted the duplication between board oversight and TEO oversight.  PG outlined the main elements of this reporting which are of greatest interest to the Board (primarily the Risk Reporting).  The Board and AW asked that duplication and impact on resources are kept in mind when reviewing these arrangements in due course (within the confines of the Partnership Agreement or elsewhere).  PG agreed to do so.

 

Partnership Agreement – a useful discussion was held around the move from a MSFM to a Partnership Agreement, noting the opportunity VSS would like this to present for greater autonomy as an ALB.  Members were concerned that even with the move to a Partnership Agreement approach, there would be very little change to the reality of autonomy for VSS.  Other governance arrangements within TEO which are currently restrictive were noted, and members encouraged PG to explore opportunities to address that matter.

Engagement with Ministers – PG provided guidance around the likelihood of Ministerial engagement given the scale of invitations they receive.  PG advised linking engagement to key events/announcements, with invitations to either First Minister and deputy First Minister – or alternatively to Junior Ministers being options to consider.

Board Appointments – members outlined considerable concern around the delay in appointments, explaining that the impact of the ongoing delay upon the board in general is significant.  Some members expressed anger at the situation which has developed over the last 12+ months.  PG provided an update however no new information was available. Members made the suggestion of seeking appointment to some of the vacant positions if possible, to deliver partial progress on this matter.  PG agreed to take that suggestion back to TEO colleagues, along with a reiteration of the impact that the delay in appointment is having on the VSS board.  Members asked PG to continue to escalate this matter to the highest levels within TEO as a matter of urgency.  PG agreed to continue to do so and noted that members have been diligent in clearly articulating this matter and associated risk.

The Chair and Members thanked PG for attending the meeting and for his agreement to take the above back to TEO to consider/discuss/escalate as necessary.

 

C      Break

PG left the meeting.

TL, VM, NN, ED and OT joined the meeting.

 

D     Minutes of Previous Meeting

The Board noted amendments to the draft minutes of the meeting held on 30th April 2025. VM agreed to update the minutes and recirculate for approval.

 

 

 

E       Conflict of Interest

No conflicts of interest were noted.

F       Communications Strategy Session

OT led a session on the VSS communications strategy.

The purpose of the session was set out to members as follows:

·         Understanding current position regarding internal and external communications;

·         Stakeholder mapping; and,

·         Discussion of current communication approach with stakeholder groups and how this is developed in future.

OT presented a SWOT analysis of VSS current communications strategy. It was noted that whilst VSS has strong relationships and a good reputation with delivery partners, low awareness of the organisation and lack of a cohesive brand may present a risk to future funding availability. There is now an opportunity for VSS to develop a considered communications strategy at a pace that works for the organisation, including the introduction of a social media presence beginning with LinkedIn.

OT led the Board and management in an extended discussion regarding communications with stakeholders. BG and CMA noted that they would expect Victims and Survivors to be a key stakeholder group. CMA noted that VSS should be clear on its reason for engaging with each group. AW advised that management are clear that communications to Victims and Survivors should primarily be through VSS funded organisations as service delivery partners, whilst communications to other stakeholder groups should be focussed on raising awareness of VSS to protect/enhance future funding.

Discussion ensued regarding the purpose of communications to each type of stakeholder and the communication methods that currently exist. BG suggested that clarity should be sought about the message to be delivered to each group in the first instance, followed by agreement of a plan for communications and the identification of appropriate communication channels.

The Board discussed the potential of engaging an external brand consultancy. It was agreed that this could be useful for the development of a cohesive brand and ‘strapline’, however CMA advised management to exercise caution before incurring expenditure where they have the internal knowledge and expertise to undertake their own brand development, i.e. VSS staff know their own brand best.

It was agreed that more clarity is needed around the messaging and intent of communications with each stakeholder group, and a clear brand is central to the communications approach. OT gathered all feedback to inform further development of the VSS communications and awareness plan, which will be brought back to the Board for further consideration in due course.

 

G       AOB/Close

A meeting to discuss the Risk Management strategy has been scheduled for 4th June at 10am.

VM noted that plans for the June, July and August Board meetings would be finalised with members in the coming week. All plans will be subject to change if new Board members are appointed in advance of the upcoming meetings.

H     Date of Next Meeting

The next meeting of the Board is scheduled to take place on Thursday 19th June 2025.