Minutes of The Victims and Survivors Service (VSS) Board Meeting No 117
Board Meeting Type: Quarter End
Wednesday 22nd October 2025 at 9.45am (Members only) and 10.15am (All attendees)
VSS Boardroom, MS Teams (Minutes)
Board Members Present:
Brian Gilfedder (BG) Board Member (Meeting Chair)
John Cahill (JC) 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) Acting Head of Corporate Services
Emma Dargan (ED) Head of Service Partnerships
Brónach Twomey (BT) Administration Officer (Minutes - remote)
A Apologies
Sandra Horley (SH) Board Member
Nicola Nugent (NN) Head of Health and Wellbeing
B Minutes of Previous Meeting
Approved.
C Action Points
Action Points remaining open from previous meetings:
- 22.05.24 AP1: Invite to Sir Declan Morgan (ICRIR) to attend future strategic Board session. Update: Aim to schedule this within remaining 2025/26 strategic Board sessions, cognisant of proposed changes to ICRIR arising from Northern Ireland Troubles Bill.
- 07.08.25 AP1: Management to provide a written briefing to the Board on AI considerations within VSS and schedule review at a future strategic session. Update: AI working group established to comprehensively scope AI opportunities and training needs. Briefing report to be issued to Board once initial scoping complete.
- 07.08.25 AP2: Extend an invitation to the new Victims Commissioner to meet the VSS Board. Update: An invitation will be extended to the Commissioner to attend the November 2025 Board meeting.
- 07.08.25 AP3: Provide further information to the Board on RTN, including KPIs where appropriate. Update – RTN dashboard included within Board papers as standing agenda item from October 2025.
- 07.08.25 AP4: Management to produce a summary KPI dashboard for Board members to provide them with an overview of key organisational matters and aid identification of areas for more detailed review. Update – Under consideration by management, this will be an iterative process, aiming for an initial proposal in Q4 2025/26.
Action Points arising from 22 October 2025:
- 22.10.25 AP1: Scope appropriate Cyber Security training courses for members to attend to assist in the discharging of governance responsibilities.
- 22.10.25 AP2: AW to write to TEO on the matter of the remuneration of the Chairperson and members of the VSS Board, with reference to FD (DoF) 05/25 Remuneration of Chairpersons and Members of Public Bodies 2024-25
D Conflict of Interest
No conflicts of interest were noted.
E Chair’s Report.
The Board noted this paper.
F Quarter 2 Reporting – September 2025
F1: CEO/AO Exception Report
AW presented the report and highlighted items of note.
Victims Support Programme (VSP) Planning
The Victims Support Programme funding call opened on 1st September and will close on 6th November at 12 noon.
AW emphasised that despite ongoing engagement with The Executive Office (TEO) the budget available for allocation is currently anticipated to remain static at 2025/26 levels. If this is the case, it is highly unlikely that funding will be able to be allocated to all successful applicants, presenting both an increased risk to the programme’s ability to support victims and survivors and to the reputation of VSS.
In September, VSS resubmitted the Troubles Permanent Disablement Pension Scheme (TPDPS) funding request paper to TEO. The paper is now with the TEO Finance Director for consideration – if approved this would enable VSS to increase available funding for allocation to the VSP funding call bids.
Discussion took place regarding the role of Board members in the VSP assessment process and AW confirmed the process previously agreed at the August 2025 Board meeting.
Budget Allocation
VSS is continuing to experience pressure within the 2025/26 Troubles/conflict budget allocation, particularly in relation to INP framework expenditure on Disability Aids for the bereaved. It has been communicated that the Executive is facing very challenging decisions in respect of issues including public sector pay, and therefore the October Monitoring round will not exist as would normally have been expected. At this time, VSS has been directed to assume that no bids will be met or considered – however we await confirmation of that outcome.
The lack of additional funding availability is very concerning given the pressures being observed on INP framework expenditure. Whilst management are working to reallocate underspends as they arise, it is looking increasingly likely that restrictions will need to be placed on INP awards before the end of the financial year.
BG queried whether there was currently any duplication of service provision with other statutory bodies, and whether there was the potential to utilise providers of second hand equipment in areas such as Disability Aids. Management agreed to follow up on this although viewed it unlikely due to issues regarding insurance and the bespoke nature of solutions provided to clients.
Mother and Baby Homes, Magdalene Laundries and Workhouses (MBMLW)
The Inquiry (Mother and Baby Institutions, Magdalene Laundries and Workhouses) and Redress Scheme Bill is moving through the legislative process and has now reached the Committee stage which will extend to 26th January 2026. The estimated timeline for approval of the Bill is summer 2026.
VSS, along with WAVE and Adopt NI, are now engaged with the Shadow Truth Recovery and Redress Panel (TRRP) to consult on and support the design of the standardised redress scheme application process and associated support provision. AW noted the difficulty in estimating the number of individuals who may come forward for support, citing the most similar scheme available for comparison within the Republic of Ireland where 1,000 applications were received within the first quarter after opening.
Appointment of Victims Commissioner
AW noted the appointment of the Victims Commissioner, Joe McVey, and confirmed that they had held an initial meeting on 21st October.
Legacy Framework
Further to the publication of the Legacy Framework on 19th September 2025, the UK Government introduced the associated legislation to repeal and replace the Legacy Act 2023 on 14th October. Within the Legacy Framework there are two elements of particular interest to VSS, firstly the €25m fund for support to victims and survivors wishing to engage in legacy processes, and secondly the establishment of a Victims and Survivors Advisory Group.
AW noted that whilst all parties remain cautious and are reserving judgement until the formal draft legislation can be reviewed in detail, it does appear that there is now an opportunity for a real chance of progress around legacy issues.
F1.1: Budget Report
VM Provided the Board with the budget report and provided clarity around the October monitoring return process.
There will not now however be an October Monitoring round at Executive level, with the likelihood that this will be replaced by a monitoring process in early December following the UK chancellor’s budget. Pending further update on the October monitoring process, VSS is managing budgets internally, identifying and reallocating underspends to support priority areas. The V2 budget for internal reporting purposes has been capped at £20,964k, which assumes that no October monitoring bids are met.
VM provided a summary of performance by programme area and noted that whilst there are pressures within the Troubles/conflict budget, there will potentially be easements across the ringfenced funding areas of HIA, MBMLW and TPDPS due to vacancies within funded organisation posts. Budget cannot be reallocated from the ring fenced areas to the Troubles/conflict budget.
VM highlighted the inclusion of PEACEPLUS expenditure against budget, and noted that this represents VSS costs only, with reporting on the full partnership included within the PEACEPLUS project report.
F1.2: Organisational Risk Register
VM provided a summary of the Organisational Risk Register.
8 risks remain open – 3 scored red, 3 amber, and 2 yellow. VM led a discussion of key changes across the open risks:
STG50: Remains red. As noted by AW, management were taking actions to mitigate against the increased risk score.
STG71: Has reached de-escalation point. VM noted that this has been reviewed and the view has been taken that though the likelihood remains probable, the impact score can be reduced as a result of increased activity levels and outputs within the RTN.
STG75: Risk score reduced in the quarter and de-escalated as controller and rapid verification activity has resulted in payment flowing from SEUPB. Risk can now be managed operationally.
STG81: This risk can now be de-escalated to operational level following publication of redress and inquiry bill and movement on that process through TEO. VSS has not experienced any notable reputational issues associated with the Truth Recovery process to date. CMA queried how this risk could be de-escalated in the context of the number of challenging calls being experienced attributable to developments in the Truth Recovery process. AW advised that whilst calls are received from individuals dissatisfied with the process as a whole, there is no particular evidence of dissatisfaction with the support services offered by VSS and its partners.
STG82: New risk added that VSS and partners are not able to scale up MBMLW support services in line with commencement of the redress scheme. VM stated that this reflects where we are in the process, at this point we do not have the necessary arrangements in place to support the proposed commencement date. Over the coming months VSS will work through planning with TEO and community partners in order to get the necessary approvals and staffing structures in place.
STG83: New risk added associated with VSS service delivery model after PEACEPLUS project ends. The commencement of work on the VSS corporate plan 2026-29 has brought increased focus onto 2028-29, which falls post the end of the current approved VSP business case and the PEACEPLUS project. At this time VSS does not know what our funding model will look like and what funding will be in place to replace those critical elements of PEACEPLUS, the Health and Wellbeing network and the Advocacy network. VSS has commenced engagement with TEO on this and it is important to escalate the risk to the organisational level.
F2: Quarterly ALB Performance Report
VM confirmed that this paper had been submitted to TEO and contains summarised information covered in other areas of the agenda, apart from the Headcount Report.
F2.1: Headcount Report
TL provided an overview of the current sickness absence position. Support is available to staff with VSS funding flu jabs heading into winter. Discussion ensued around absence rates across teams within VSS and TL confirmed that none of the absence currently recorded is due to work-related stress or anxiety.
F3: Quarterly Assurance Statement
The Board noted this paper.
F4: Delivery Plan Monitoring Report
TL provided a summary of performance against targets at the end of Q2. TL highlighted that VSS will not achieve one Business Enabler target, to open an HIA funding call this year. This decision was taken due to operational capacity being prioritised for the delivery of the VSP call. The condensed timeframe available for the VSP call assessment process has necessitated the deferral of the HIA call to 2026/27, and this has been completed in agreement with TEO. The Board confirmed agreement with this approach.
TL noted the two other amber targets, HIA Complementary Therapies and T/c Education and Training awards. The initial target set for individuals availing of complementary therapies within HIA will not be achieved due to the specific needs profile of survivors in this area regarding touch related therapies. The target will be reduced accordingly. Members queried the low uptake of Education and Training awards and AW outlined the intent of the framework and changes to eligibility requirements which have reduced the demand for awards in the past couple of years.
TL noted that In Q2, VSS allocated additional funding to community partners delivering health and wellbeing support and services, and resultantly intends to revise the 2025/26 delivery plan to reflect the enhanced service delivery targets. The updated plan will be submitted to The Executive Office (TEO) during Quarter 3.
F5: PEACEPLUS Project Report
ED introduced the PEACEPLUS Project Report to the Board and provided a general overview of PEACEPLUS activity to date. The Project Report will now be provided quarterly to the Board. ED explained the project terminology of Outputs and Results and outlined the key targets of the project.
There are 3 main work packages across the project with 30 deliverables. 16 are green, 12 green/amber and 2 amber. Work package 1 covers HWB, advocacy and resilience. Work package 2 is Trauma Education plus the VSS workforce training and development plan. Work Package 3 is Research Projects, being led by the Commission for Victims and Survivors.
Key challenges on the project currently are gaps in data from our community partners, and a significant underspend of £1.2m arising largely from delays in the recruitment of project staff. We are now working on a project modification request for submission to SEUPB to allow reallocation of the underspend, options for which include an extension of the project overall, or the allocation of additional funding to resilience activity.
Members noted the contents of the report.
F6: RTN Performance Dashboard
The Board noted this paper.
G: Board Sub Committees
G1 Audit & Risk Committee
JC provided an update from the Audit and Risk Committee (ARC). At the October 2025 meeting, the Committee reviewed the draft 2024/25 Report to Those Charged with Governance (RTTCWG). The Committee noted the main finding of an unqualified audit opinion and the three audit recommendations.
JC confirmed that the Audit and Risk Committee had recommended the Annual Report and Accounts for the year ended 31st March 2025 for approval once a final insertion related to the current status regarding Board Chairperson had been agreed with NIAO. VM proposed that the Annual Report and Accounts be presented at the November Board meeting for formal approval and members agreed to this proposal.
JC noted that the internal audit service provider Cavanagh Kelly had merged with Cooper Parry and will be known as Cooper Parry going forward, with no change to service delivery.
JC highlighted that Cyber Security and Business Continuity Planning are areas of concern for the ARC. Discussion ensued about the VSS Business Continuity Plan, and BG noted that this should include specific detail regarding communications protocols in instances of service outages to ensure that victims and survivors can be appropriately supported at all times. AW noted that VSS is not a crisis support centre, however the Business Continuity Plan in work will provide a framework for recovery of key VSS processes within designated timescales.
It was agreed that management should keep business continuity planning as an area of focus going forward.
G2: Health and Wellbeing Committee
CMA provided the Board with an update. The HWB Committee Annual Report has been included in the Board papers, and the Committee confirms it has effectively fulfilled its responsibilities for the year ending 31 March 2025, supported by timely and appropriate information from management that enabled robust scrutiny and oversight. The co-option of Elaine Pollock to the Health and Wellbeing Committee in 2025/26 has been warmly welcomed, bringing valuable clinical governance expertise and strengthening the Committee’s capacity during the interim period before additional Board Members are appointed.
There have been no serious incidents reported. Recent coverage around the MBMLW Public Inquiry has led to some challenging calls for staff regarding eligibility for the scheme.
CMA highlighted a new training need related to complex grief identified during co-design sessions for the PEACEPLUS funded workforce development training programme. A scoping exercise is underway to identify an appropriate training provider.
H: Board Workplan & Development
H1: Board Attendance and Workplan
The Board noted this paper. JC commented that a number of events attended were not included within the documented attendance and VM confirmed that attendance records are updated in accordance with time claimed by members, to ensure appropriate audit trail. It was agreed that where members plan to attend externally organised events, an email should be sent to the CEO/Head of Corporate Services, to allow for the time to be recorded appropriately and for the member to be appropriately briefed if necessary.
H2: Board Training Questionnaire
The Board noted this paper. TL asked if members would find additional cyber security training helpful and it was agreed that management would take forward scoping of appropriate courses. This has been recorded as 22.01.25 AP1.
H3: Board Self-Assessment Update
The Board noted this paper.
I Standing Agenda Items
I1: Compliance Update
VM provided an update on open cases of suspected fraud and members noted the rest of the paper with no questions.
I2: Client Risk Update
The Board noted this paper.
J: Any Other Business
J1: VSP Call Assessment – Reference Framework for Allocations:
TL provided an overview of the framework for allocation of programme funding within the VSP call assessment process. Allocation will be made in accordance with three guiding principles: Maximising Reach and Impact, Promoting Victim and Survivor Choice, and Ensuring Geographic Accessibility.
Consideration will also be given to ensuring appropriate funding is provided for PEACEPLUS project overheads and TPDPS related overheads. Given the complexity and variability of project assessments, VSS Senior Management will retain flexibility in the allocation approach. AW reiterated that the final allocation of funding will not be a matter that is subject to appeal by applicants, as this is contingent upon budget availability and adherence to the principles outlined above. Appeals are available at other stages – notably for those who fail eligibility, and those who score below the minimum threshold.
Members noted the allocation principles and the complex and subjective nature of the allocation process. BG queried whether legal advice had been sought in relation to the proposed process and AW confirmed that advice has not been sought at this time.
Members confirmed their agreement with the principles as presented by management.
J2: Remuneration of Chairpersons and Members of Public Bodies
AW outlined the contents of FD (DoF) 05/25 Remuneration of Chairpersons and Members of Public Bodies 2024-25. AW noted that the remuneration of the members of the VSS Board has not been uplifted with reference to the consolidated uplifts to NICS pay scales implemented for the period from 1 August 2024 to 31 March 2026 (or for any previous periods). A discussion of remuneration rates ensued, and members agreed that the CEO should be requested to write to TEO on their behalf on this matter. This action has been recorded as 22.10.25 AP2. Members noted that any request in relation to their own remuneration was made with regard to the principle of fairness rather than a desire for increased remuneration in itself.
J3: Future scheduling
VM discussed scheduling of the remaining Board meetings for the financial year. The following draft agenda items were proposed for the remaining meetings:
November: Invitation to be extended to Victims Commissioner
December: Corporate planning followed by informal refreshments with VSS staff
January: Quarter end meeting
February: Invitation to be extended to representatives from ICRIR
March: VSP Call Allocation
J4
Members noted that Sandra Horley had resigned from the position of Interim Chair on the grounds of ill health effective from 3rd October 2025. Sandra will remain a member of the VSS Board of Directors and Chair of the Health and Wellbeing Committee.
K: Date of Next meeting: The next meeting will take place on 20th November 2025.