Transparency data

SLC Board meeting minutes October 2025

Updated 3 December 2025

1. Attendees

1.1 Present

• Sir Peter Lauener (PL) - Chair

• Chris Larmer (CL) - Chief Executive Officer

• Natasha Toothill (NT) - Non-Executive Director

• Gary Page (GP) - Non-Executive Director

• Margaret Ollerenshaw (MO) - Non-Executive Director

• Stephen Marston (SM) - Non-Executive Director

• Janette Campbell (JCA) - Non-Executive Director

• Mandy Beech (MB) - Non-Executive Director

• David Wallace (DW) - Deputy Chief Executive Officer

• Audrey McColl (AMC) - CFO

• Gary Womersley (GW) - Company Secretary

1.2 Also in attendance

• Anne Rimmer (AR) - DfE (by videoconference)

• Courtney Brightwell (CB) – DfE (by videoconference)

• Lorna Caldwell (LC) – Scottish Government (by videoconference)

• Chris Williams (CW) - Welsh Government (by videoconference)

• Alan Scott (AS) – Head of Student Support Policy NI (by videoconference)

• Jonny O’Callaghan (JOC) – Head of Student Finance NI (by videoconference)

• Jason Dunham (JD) – CIO

• Jackie Currie (JC) – Executive Director, Business Operations

• Nauman Dar (ND) – Executive Director, Change, Data and Repayments

• Derek Ross (DR) - Executive Director, HE and FE Reform

• Gillian Brydie (GB) - Executive Director, People

• Helen Bogan (HB) – Head of Governance and Planning

• Stuart Brydson (SB) - Board Secretary (Secretariat)

• Adam Treslove (AT) - Head of Corporate Affairs (for Item 6.1 only) (by videoconference)

• Nicholas McDermott (NMC) – Chief of Staff (for item 5.1 only)

• Stephen Baker (SB) – Policy Director (for Item 5.1 only) (by videoconference)

• Alan Balanowski (AB) – Director of Risk (for Item 6.1 only) (by videoconference)

• Margaret McMullan (MMC) - (for Item 6.2 only)

• Scott McEwan (SMC) - (for Item 6.2 only) (by videoconference)

• David Thomson (DT) - (for Item 8.1 only) (by videoconference)

• Anthony Hill (AH) - (for Item 8.1 only) (by videoconference)

• Erin Byrne (EB) - (for Item 8.1 only) (by videoconference)

2. Apologies

Victoria Bowman – SAAS

3. FOI Notice

Where asterisks (*) appear, these sections have been excluded from the minutes before placing on the website as the subject under discussion falls within one or more of the exemptions contained in Part II of the Freedom of Information Act 2000 and can be reasonably withheld.        

4. Chairman’s Opening Remarks / Directors’ Matters / Declarations of Interest

PL welcomed everyone to the meeting.  Apologies from VB and JOC were noted.

There were no declarations of interest.

5. Chair Update

5.1 Update from the Chair on relevant matters

The Chair updated Board regarding the legal case against DfE in respect of which he had (as previously advised) been due to appear as a witness, in respect of previous roles held by him. The Chair intimated that he was pleased to share that the case had been dismissed.

PL noted that the advert for the new SLC Chair had now closed and that he had taken part in webinars for potential candidates.  AR confirmed that the recruitment process was proceeding to plan.  

SBA joined the meeting.

5.2 Post-16 Education and Skills White Paper

PL noted that there had been close collaboration between SLC and DfE on the practicalities of implementing the issues raised within the White Paper.

AR highlighted key points from the White Paper: a commitment to increase tuition fees for high quality providers; greater collaboration and specialisation within the sector to increase resilience; strengthening OfS to tackle abuse of the system, increase provider oversight and to confer awarding powers; a recommitment to LLE, and further flexible learning; and increasing maintenance loans in line with inflation and providing maintenance grants for eligible students, funded by a levy on international students. 

There was a specific reference in the White Paper to SLC and the investment DfE was making in technology transformation which was Enable, though it was not mentioned by name.  AR concluded that the White Paper was an exciting document which set Ministerial ambitions.

CL reaffirmed SLC’s role as a trusted delivery partner for all shareholders and thanked AR and PC for continued and early engagement on the detail of the White Paper.  CL noted that SLC teams had already engaged with DfE on the immediate changes, including uplifts to maintenance loans, and the mobilisation for Alternative Student Finance (ASF) Inception.  Additionally, AR and SBA were discussing an SLC secondee to DfE to assist with the maintenance grant. 

PL noted the SLC commitment to publish the new Corporate Plan when Enable funding had been confirmed.  The implications of the White Paper for SLC would now be included in the Corporate Plan. 

In response to comments from the Board, AR noted that: Enable was mission critical to the White Paper so it was vital to have an Apply system capable of managing variation; having the SLC secondee to DfE would be important in terms of early input to policy design; the ability to identify high quality providers was already part of the existing system but there was work to do to improve this; further detail from the White Paper would be available at the Chancellor’s Autumn Statement.

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AR thanked SBA and his team, who had provided rapid advice as a trusted delivery partner.   

SBA left the meeting. 

6. Strategic items

6.1 CEO Report

AB, AT and NMC joined the meeting.

CL introduced the CEO Report, highlighting the key areas covering customer, shareholder, colleague, and performance. 

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Customer

Application Round

JCU noted that 2025-26 had been outperforming previous cycles, with higher volumes of applications ready to pay than previous years.  Assisted contact volumes were significantly lower than last year, largely due to Customer Experience (CX) interventions, with improvement in the speed of answer, and reductions in abandoned calls.  Maintenance payments of £3bn had already been paid out, and it was anticipated that total payments would be in line with 2024-25 at £24bn.

Responding to a question from the Board on what was next for Customer Operations, CL highlighted that whilst the majority of recent improvements involved core customers, he recognised that more work was required to tackle the manual colleague processes to support customers who required additional assistance. 

Repayments

JCU reported that repayments KPIs and measure were at expected levels, and there had been more than 1.1m refund requests through the digital service.  Preparation for the 2026-27 cycle had already started, and there would be CX and Repayments Board items in November. 

Shareholder

Strategy Session

CL looked forward to the Strategy Session that would take place in Glasgow on 26 November.  A key focus would be on the strategic direction SLC was embarking on through Enable, and the team had been preparing pre-reading and materials to support the day.  AR and team were coordinating shareholder inputs to help shape the forward look and further enrich the discussion. 

Enable

CL explained that progress had continued since the OBC approval in September.  Under the leadership of ND, governance arrangements were in place, and engagement with DfE on proposals for external governance was progressing.  As expected with a programme of this size, challenges were being managed, and CL was confident that the team was mobilising to address areas of contention.  CL noted that as Enable was the focus of the Strategy Day, the Board would hear more on specific plans then.

Responding to a question from the Board CL highlighted that whilst SLC would encourage simplicity in student finance policy, he was confident that the right decisions had been made with regards to SLC’s future technology.  DSFS and the business rules engine would offer agility to enable SLC to respond to policy change more effectively. 

ASF

CL noted that he, DR, and ND were due to meet with the Minister of State for Skills on 25 November and would join her for her ASF Working Group.  The SLC representatives would provide an update and next steps on the Inception phase, and would inform decisions regarding commissioning delivery and the setting of launch timescales.  CL was aware that ASF delivery was a publicly stated Government commitment, and he and PL were looking forward to their monthly meeting with the Minister to set out the strategic change outlook and SLC’s latest delivery position. 

Sector Media and Stakeholders

CL had been pleased to host the WonkHE deputy editor, David Kernohan, in Glasgow Clyde Place earlier in the week.  David had welcomed the progress made on LLE, the academic cycle, and how much the customer was at the centre of the SLC design thinking.  CL was also looking forward to meetings with the CEOs of UCAS and the Office for Students, and Vice Chancellor at London Metropolitan University, Julie Hall. 

CL highlighted that the in-person LLE sector readiness seminars hosted by Partner Services had got off to a strong start in Birmingham.  Sessions were focussed on the changes to SLC systems and processes under LLE, alongside the latest policy updates from DfE.  The next seminar was due to take place in London on 4 November, and would be the largest so far, with 230 delegates registered.  Across all five sessions scheduled before the end of November, nearly 700 participants had signed up so far. 

LLE

In response to a question from the Board CL explained that whilst there had been significant progress made on LLE, delivery pressures and risks were to be expected given the scale and complexity of the programme.  There continued to be strong engagement with DfE, particularly in relation to policy change requests. 

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Colleague

CL highlighted the busy colleague agenda under the leadership of GB, and that there was due to be a RemCo meeting later that day.

Voluntary Exit Scheme (VES)

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Responding to comments from the Board, GB explained that there had been strong engagement through the VES process, with drop-in sessions for colleagues, and clear messaging about the scheme.  Within the preparation work, the team had considered a number of scenarios, and would ensure that every aspect of the VES would be delivered in line with the SLC Values.  Every colleague who had expressed an interest would have a face-to-face meeting to explain the decision in their case.  All aspects of VES were linked to the People Strategy in terms of supporting colleagues who would leave the organisation and those who would stay.  

Target Operating Model (TOM)

GB highlighted that TOM would be discussed at the 26 November Board Strategy Session.  In the meantime, the recruitment of the new Chief Digital and Data Officer was being led by the recruitment agency Harvey Nash.  The recruitment advert would go live on 13 November having been preceded by an SLC Communication on 10 November. 

Performance

CL noted that the attached Corporate Performance Dashboard and the Quarterly Shareholder Report showed excellent progress across APRA and CPD metrics.  CL thanked ELT for their continued focus on delivering for SLC’s customers, shareholders, and colleagues. 

Responding to a comment from the Board CL explained that the APRA targets are set by the shareholders and were seen as challenging at the point in time they were set.  Targets were reviewed each year so there would be an opportunity to reset for FY2026-27, with the potential to consider Enable OKRs as APRA targets at the right point in the future. 

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In summary PL noted that the Board took assurance that the key issues, although challenging, were being well managed.  He noted that VES required a fine balance of tone, which the roadshows had helped set, of colleague expectation and expectation management.

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AB, AT and NMC left the meeting.

6.2 CFO Report

MMC and SMC joined the meeting.

2025-26

AMC explained that SLC had formally reported minimal underspends to DfE in Admin and Programme, and a significant underspend in Capital. 

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AMC highlighted that there were robust explanations for the level of SLC underspend, and timely engagement with DfE ensured that wider value for money plans could be put in place ahead of the financial year end.

In response to a comment from the Board, AMC noted that there was no firm deadline to make returns to DfE but action would be taken to deliver the budget within tolerance.  MMC added that SLC were working closely with DfE to give certainty about the Capital underspend so that recycling could happen as early as possible.

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Responding to a comment from the Board, AMC explained that Catalyst would conclude by the end of 2025-26.  The Continuous Improvement approach would be taken forward primarily via the multi-disciplinary teams that had been established. 

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2026-27

AMC reported that business planning for 2026-27 had been progressing and that the team were working with DfE to respond to their central budget commissions. 

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In summary PL noted that the Board took assurance that SLC finances were understood and well managed.   PL noted that a Catalyst end of programme report would be helpful, with AMC confirming that this was already being planned.

MMC and SMC left the meeting.

7. Reports from Committees

7.1 ARC Chair Report including Annual Health and Safety Report

JCA introduced the ARC Chair Report noting that when the Committee had met on 8 October, they had heard that: DfE’s ARC was interested in how Enable will support risk reduction and improve cyber security.  CL had presented his risk opinion.

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Additionally, JCA highlighted that: the audit opinion for SLC’s Education Support Payments in Wales and Northern Ireland was substantial; the Annual Health and Safety Report had been approved and recommended to the Board for approval; and the ARC Effectiveness Review indicated high standards albeit with a plan to address areas of improvement.

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In response to a comment from the Board on sickness absence as referenced in the Health and Safety Report and separately in the RemCo dashboard (which was a paper developed for the RemCo meeting later that day), GB confirmed that the increase was being monitored closely.  DW also noted that the timeframes of the reports were different, with one real time and the other based on FY2024-25  

The Board noted the ARC Chair Report and approved the Annual Health and Safety Report.

8. Directors’ Reports

8.1 DSA Transformation Programme

DT, AH, AT, and EB joined the meeting.

JCU introduced the DSA Transformation Programme noting that DT had played a central role in the delivery of the programme.

DT explained that the formal DSA Reforms programme was due to close the following day.  It had been successful in implementing a new commercial framework including procurement of two suppliers.  The next phase of change, the DSA Customer Journey Enhancements project, was intended to deliver an enhanced colleague experience and new online application journey for DSA customers. 

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DT highlighted that 10% more customers had their entitlement confirmed at this point in the cycle when compared to the previous year, and DSA CSAT was currently at 69%, which was 5% higher than the pre-reforms service.  It was expected that the CSAT score would reach the 70% target by the end of the application cycle.  DT noted that although the customer journey time was higher than in 2023-24, the primary driver had been the time taken for students to book and attend their needs assessments.  Research was now being considered to assess why students were choosing to delay their own assessment. 

DT noted that SLC had maintained a robust stakeholder engagement plan and strong engagement with the sector throughout the implementation of the reforms.  The monthly DSA Operations Group would be concluded with SLC continuing to use existing direct feedback channels.  The Disabled Student Stakeholder Group (DSSG) and Vulnerable Student Stakeholder Group were being merged.  This combined group would continue to meet at key points in the application cycle to review the application processing arrangements for the service to all students requiring additional support.  DT noted SLC’s thanks to Professor Geoff Layer who had chaired the DSSG since 2022, with PL noting that he would like to write to Professor Layer to thank him for his valuable support.

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AR noted that SLC did not make any judgements on who was eligible for DSA funding.  SLC’s role was to manage applications with accuracy checks that what was being funded aligned to rules set by government.  DT added that SLC was not accountable for making the recommendation about what a customer was entitled to, with this being determined by an independent needs assessor.  PL noted that the Board’s keen interest in support for disabled students, meant that even though the programme was closing, the Board should continue to receive regular DSA updates.

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Responding to questions from the Board DT agreed that there was potential to review the DSA CSAT target, and AH explained that there were sessions planned with SLC colleagues and suppliers to explore potential changes to increase customer satisfaction.  In terms of an optimum customer journey, DT noted that LLE and modular learning would bring new challenges, but that SLC would continually work to reduce the journey time.  JCU highlighted that moving DSA onto DSFS would open up digital services such as Live Chat, bringing even more improvement for DSA customers.  CL noted SLC’s ambition to make DSA both the best customer and the best colleague journey.

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In summary PL noted that the Board took great assurance from the DSA update and would like to stay close to the topic though continued updates.  He asked that lessons learned from the reforms process be part of the next update and encouraged the idea, suggested by Board, that lessons be shared across government. 

ACTION: Next DSA Transformation to include lessons learned from the reforms process. 

DT, AH, AT, and EB left the meeting.

9. Governance

9.1 Minutes from previous meeting

The minute of the 30 September 2025 Board meeting was approved as an accurate record.

9.2 Matters arising from previous meetings

The matters arising document was approved as accurate.

10. Any other business

There was no other business.

10.1 Date of Next Meeting

The next meeting was confirmed as being at 10:00 on Thursday 27 November 2025, the Glasgow Boardroom or by Teams.

There being no other business the meeting ended at 12:00