Liverpool John Moores University Annual Report 2022

ANNUAL REPORT

For the year ended 31st July 2022

AN INTRODUCTION FROM THE VICE-CHANCELLOR

This annual report tells the story of a year of change and reset as we emerged from the global pandemic and delivered a successful academic year for our students.

Our collective ambition to put our students at the heart of everything we do reinforced our focus and thanks to the agility of our staff, teaching, learning and research continued without pause and with much vigour and enthusiasm.

Based upon the academic outcomes of our students and our research community, we completed our 2021/22 session in a great place. We achieved an excellent profile in the National Student Survey, we were finally able to celebrate with our graduating classes after two years of disruption and delay, and the outcome from REF 21 placed us in a strategically important position both nationally and internationally.

As we bring our last strategic plan to its natural conclusion, we have started to assemble around the principles of our next chapter with a plan that will launch in January 2023, the year of our bicentenary.

In resetting and restating the university ahead of the new strategic plan we refreshed our values, reflecting how we

have changed as a community over the last two years and focusing on what we believe to be the important and authentic characteristics of our university.

We welcomed Nisha Katona as our first alumni Chancellor, a proud moment for us as a graduate takes our highest office and although we wear our history lightly as a contemporary university, this was a deeply meaningful appointment for our university.

Our original students in 1823 were the people who made the industrial revolution work; today our students are the catalyst in professional public services, pioneers and entrepreneurs energising and driving change in the infrastructure of our region.

My thanks to the Board of Governors for their support and considered oversight and to the Executive Leadership Team who steer the university forwards with confidence and compassion.

Professor Mark Power Vice-Chancellor and Chief Executive

REPORT Liverpool John Moores University

4 | Liverpool John Moores University ANNUAL REPORT

...we transform lives and deliver real, impactful change to the people and world around us.

STRATEGIC OVERVIEW

Liverpool John Moores University is an inclusive civic university transforming lives and futures, placing our students at the heart of everything we do.

This university is anchored within the city of Liverpool, defined by the communities we serve and committed to making an impact through our work and the opportunities we provide for social cohesion and inclusion.

Our authentic and ethical leadership in the city has facilitated a shared history of aspiration and endeavour through the generations. We couldn’t exist anywhere else and, for 200 years, have shaped this place to which we belong.

Our values underpin our commitment to providing opportunities for people of all backgrounds and supporting them to flourish.

We can’t do this alone; together, with our partners, students and alumni, we transform lives and deliver real, impactful change to the people and world around us.

The university delivers learning, research and knowledge exchange through five faculties: Arts, Professional and Social Studies; Business and Law; Engineering and Technology; Health; Science.

ANNUAL REPORT Liverpool John Moores University

STRATEGIC OVERVIEW 2017-2022

The Strategic Plan 2017-2022 outlines the university’s fundamental mission of effecting intellectual, social and economic change, across and beyond the wider city of Liverpool.

Since its beginnings in the Liverpool Mechanics’ and Apprentices’ Library, the university’s commitment to education as a lever for positive and lasting change has been expressed through its values and a focus on putting students at the heart of everything we do.

The 2021-2022 period is the final full academic year of the Strategic Plan, with a new one to be adopted within the new 2022-2023 academic year.

Over the period of the 2017-2022 Strategic Plan, the landscape in which the university operates has faced significant challenges of a global and generational nature. COVID-19 has touched every area of the university’s activity and context, most notably the formative years of several cohorts of students, both existing and those still to arrive. The onward pressure on public finances will exacerbate financial pressures both on the institution and our communities, including students and staff.

The post-pandemic regulatory environment is becoming increasingly political and visible and will shape future Higher Education (HE) policy against a context of changing national leadership.

In this final year of the Strategic Plan, the Values have undergone a refresh to embed the lessons learnt during the challenges of the last years, specifically our focus on students and community, facilitated by our Inclusive and Courageous behaviours. These reflect the centrality of educating students to the achievement of our goals in the context of the impact we have on the world around us.

OUTSTANDING STUDENT EXPERIENCE: EXCELLENCE IN EDUCATION

Students are at the heart of the LJMU community and we are committed to supporting each and every person to realise their aspirations and potential.

The 2017-2022 plan expresses its ambition to recruit high-calibre students, to support them well and equip them to flourish in their future careers and lives through an education characterised by academic rigour and by innovative, inclusive delivery.

RESEARCH AND SCHOLARSHIP: CIVIC AND GLOBAL ENGAGEMENT

Research and scholarship are core to the university’s identity and to the delivery of its vision; the generation and

dissemination of knowledge are fundamental endeavours in their own right, but they also underpin the currency and quality of the educational offer and are vital to knowledge transfer and exchange.

Conducted in partnership within and beyond the academy, the university’s research is also marked by an impulse to engagement and co-creation that characterises its broader activity. It is embedded in the city and local communities through a wide range of initiatives and is increasingly forging connections and collaborations nationally and globally.

OUR VALUES

As we move towards our bicentenary in 2023, LJMU has reaffirmed our focus and commitment to delivering an outstanding student experience.

Underpinning this commitment are the university’s values:

I Student focused: caring for our students to give them a transformational university experience.

I Inclusive: embracing and respecting diversity.

I Community: making a difference to people’s lives.

I Courageous: speaking out boldly and acting for change.

They are the principles that guide everything we do. They shape the way we develop new practices to meet the needs of our students in an ever-changing and increasingly competitive world.

VALUES – STUDENT-FOCUSED

Caring for our students to give them a transformational student experience.

Our every focus is on the students who come to us to learn, develop, and grow. Here they will discover who they are, and how they are going to change the world. And we will do everything to help them do it.

That means:

I Recognising our diverse and international community, and the potential we have to be life- changing to everyone

I Having confidence in our students and an appreciation of their life experience. This is vital as we work in partnership with them to support their aspirations

I Enhancing our students’ academic and intellectual journey, as well as driving an excellent student experience beyond the classroom

I Ensuring that we make a positive difference with every contact

I Encouraging our students to be responsible global citizens

I Developing a strong sense of pride in our student community

STUDENT FOCUSED

VALUES – INCLUSIVE

Embracing and respecting diversity.

With an open mind to different cultures and experiences, we are passionate about taking positive actions towards greater equality while challenging unfairness.

We provide a safe environment for all to flourish and involve individuals and communities in the decisions that impact on them.

At LJMU, above all else, we want everyone who studies here, works here and works with us, to feel respected, and to respect others, always.

VALUES - COMMUNITY

Our staff and students, past, present and future, are the beating heart of our city. We couldn’t exist anywhere else and have shaped this place we belong to.

Growing and supporting our community is a commitment to work in partnership on a positive future for those around us. This means:

I Embracing our civic agenda in active partnership with our neighbours in the city region, nationally and globally

I Empowering our own community to be active agents of change and transformation

I Working in pro-active partnership through energising leadership to transform our neighbourhoods

I Making a contribution to building a fairer, greener and more inclusive society, by giving opportunity to under-represented groups

I Being pro-active in making a difference to the diverse communities we serve

VALUES – COURAGEOUS

Speaking out boldly and acting for change. The world is changing at incredible speed, and in order to not be left behind we must embrace effective, impactful change, even when this feels uncomfortable.

To deliver on this value we will:

I Be aspirational as a university community to drive innovation and to spark change

I Be courageous in our approach and imaginative in our work

I Embrace change and accept that we can challenge the status quo

I Speak openly and honestly with each other and act with agency

We are

Caring for our students to give them a transformational university experience

We care about our COMMUNITY

Making a difference to people’s lives

We are INCLUSIVE Embracing and respecting diversity

We are COURAGEOUS Speaking out boldly and acting for change

LJMU TOGETHER

OPERATING OVERVIEW

SUPPORTING OUR STUDENTS

STUDENTS AT THE HEART

LJMU is a student-focused university; our students are at the heart of everything we do.

We are committed to delivering an outstanding student experience and every single person who works at the university has a role to play in helping our students make the most of their time at LJMU and fulfil their potential.

This dedication is demonstrated by the institution’s excellent results in the National Student Survey (NSS) 2022.

The university outperformed the sector average and leapt up a host of rankings tables for student satisfaction.

The results show that students’ overall satisfaction with LJMU significantly increased in 2022 and, at 78.56%, is 2.27% above the sector average.

It means LJMU compares favourably with other universities. For overall student satisfaction, LJMU jumped from 77th out of 123 institutions in 2021 to 39th this year and is now ranked second out of all North West institutions for overall student satisfaction.

LJMU is ranked top for overall satisfaction in our peer group (regional competitors and institutions with a similar profile to LJMU).

STUDENT SUPPORT

From wellbeing care to careers advice, LJMU has a wide range of support in place for our students, tailored to their individual circumstances. No student is ever alone here; from their first day at the university there is always someone on hand to help.

The 2021/22 academic year was a challenging one, beginning with national COVID restrictions still in place, before giving way to a more normal campus experience. Our services developed new ways of working to ensure every student was able to access the support they needed in the way that suited them best, whether they were new to higher education or preparing for the next steps in their journey beyond LJMU.

A transformational change in our provision of student support this year came with the opening of our new Student Life Building and the co-location of key studentfacing services under one roof. It has never been easier for our students to access personal, academic and careers support. In turn, our co-located teams offer an efficient, joined-up approach in handling complex issues raised by students.

NEW MODELS OF SUPPORT

More than 12,600 students accessed advice and wellbeing support during the year (counselling, mental health, wellbeing, funding, disability, advice and accommodation), a slight decrease on the previous year but a return to the level of demand before the pandemic. Meanwhile, the university significantly increased its Student Support Fund, designed to help those in financial hardship, in addition to the independent financial advice available to all students.

Based on feedback from students, we offer a hybrid model of support, enabling them to access the services they need in the most convenient way for them. As well as empowering students with greater choice, this agile and responsive approach has considerably reduced the ‘did not attend’ rates for our services.

NEW INITIATIVES

During the year, LJMU worked with partner organisations to develop a new scheme to provide students with more joined up mental health support, in an initiative now being replicated across the country.

The ‘Liverpool Model’ – a partnership between LJMU, the University of Liverpool and Merseycare – closely connects university and NHS services to deliver one-on-one mental health support to ensure students can easily access the services they need.

The success of the approach has been recognised by the Government, which has since announced its intention to invest £3m to replicate the scheme on a national basis.

The university has continued to anticipate and respond to concerns about health and student safety, enhancing the level of support provided where necessary. For example, we worked closely with partners across the city to support the ‘Safer Streets Liverpool’ campaign.

This high-profile initiative followed a survey highlighting concerns about the safety of the city’s transport network for women and girls, including our student community.

In response, Safer Streets Liverpool has set out a range of new measures, including enhanced CCTV coverage, increased police presence on the network, more training for staff on the bus networks and a new text message service which can be used to report concerns and help identify offenders.

LJMU will continue to work with partner organisations in this way to ensure the safety and wellbeing of our community.

CAREERS SUPPORT

Through our Student Futures team we worked with students throughout the year to identify career options, work

placements and a host of opportunities to develop their employability skills.

A key initiative has been to embed into all new courses, as well as those undergoing revalidation, unique curricular approaches to employability skills and mindset development, work-based learning and onward planning for final year students.

We have identified bespoke teaching and learning activities in over 90 programmes that will equate to guaranteed employability support for all students joining those courses, launched with a cluster of programmes in January 2022.

The university has strong links with businesses and other organisations across the Liverpool City Region and, once again this year, we have been able to use those connections to provide opportunities for current students. For example, 126 students completed discovery internships, in which they completed fully-funded 140-hour projects for partner organisations in the city region. Meanwhile, ITV 30 enabled dozens of students to complete work placements on an ITV production, with peer support continuing for two years after the placement. Other exciting initiatives took place across the university throughout the academic year.

A FOCUS ON SOCIAL MOBILITY

LJMU is the lead partner in LCR Founders, a Europeanfunded collaboration with the University of Liverpool which enables a peer support community amongst prospective student and graduate entrepreneurs. It provides the foundation for co-founding new businesses and is well connected into the wider Liverpool City Region start-up ecosystem.

Ten new, co-founded, city region-based businesses were launched with the project’s support this year and the team was successful in the ‘Start Up Growth and Scale Up’ category at the International Enterprise Educators Conference UK 2022.

LJMU Graduate Futures is a European-funded project designed to improve the interface between our student and graduate talent and the region’s small and medium enterprises. The project partnered with Liverpool and Sefton Chamber of Commerce on two successful business networking events this year: a COP26 follow-up event exploring how SMEs can rise to the sustainability challenges ahead and a ‘Students at the Heart of Business’ event.

In line with the university’s commitment to inclusivity, we have delivered activity this year with a focus on social mobility. LJMU partnered with the Purpose Coalition and former MP Justine Greening on an event investigating how major graduate recruiters can be more diverse and committed to social mobility in their practice.

Meanwhile, a collaboration with the Ministry of Justice –the Graduate Aspiration Programme – brought together 20 mentors to work with law and criminal justice students this year. The social mobility-oriented project aims to: encourage and empower personal development; help to identify and achieve career goals; identify gaps in generic skills and knowledge; to increase confidence and provide an opportunity for students to meet new contacts and expand their network.

RECRUITMENT AGENCY MILESTONE

Our own on-campus recruitment agency, Unitemps, reached a significant landmark during the year: just two years after being launched, it passed the milestone of £2.5m being paid to LJMU students for their temporary work assignments.

During this year, we were able to arrange some memorable work opportunities for our students at high-profile city events such as Liverpool FC’s homecoming parade. Comic Con Liverpool and the River of Light Festival.

In the national Unitemps Awards, the branch achieved runner-up in the Franchise Relationship Managers Award category. Unitemps celebrated its successes with its first awards ceremony at the Student Life Building in May 2022.

LJMU is passionate about supporting people who studied here long after they have graduated. This year we trialled a graduate call centre, with a team of trained students contacting 1,503 recent graduates, reminding them that they have access to careers and employability support for life.

INTERNATIONAL

LJMU has a record of civic and international engagement that builds and deepens our connections across the globe.

Our global reach and impact stretches across research collaborations, transnational education partnerships and hundreds of international students studying on campus in Liverpool.

Against a backdrop of a world-wide pandemic, the university’s reputation has strengthened with a growing number of partnerships which have enhanced both our and the UK’s engagement with higher education in key areas of the world.

Notably, LJMU was this year chosen as the Consortium Secretariat of a new Going Global Partnership with Malaysia

The new collaboration, funded by the British Council, aims to promote strategic engagement and bilateral cooperation

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in higher education between partner institutions in both countries.

Through cooperation between the British Council and the Department of Higher Education Malaysia, the consortium will lay a foundation for creating long term collaborations and shared priorities between 16 UK universities and 20 institutions across Malaysia.

The consortium will reinforce the global perceptions of both countries as centres of higher education excellence and enable experts across the sector to better exchange resources and knowledge to overcome some of the world’s major issues.

By strengthening the standing of both countries as international education pioneers, the UK and Malaysia will be poised to attract top academic talent in the future.

Our global partnerships continue to provide outstanding opportunities for students. We currently have a record number of international students – around 800 – studying on campus, while we have reached the milestone of 12,000 transnational education students in other parts of the world through our international networks.

For the second time, we secured over £900,000 from the Turing Scheme to provide life-changing international opportunities for our students. LJMU used its well-established global links to help students find Summer Abroad activities. Almost 200 students took part in overseas activities ranging from animal conservation and teaching volunteering placements to summer internships around the world and summer schools in Columbia, India, Indonesia and across Europe.

GRADUATION

Thousands of students celebrated their achievements in an unprecedented number of graduation ceremonies across April and July 2022.

Having seen a series of scheduled ceremonies postponed because of the pandemic, a huge LJMU-wide effort saw staff, students and volunteers come together to host 52 ceremonies in just three weeks.

More than 4,000 students from our Class of 2020 finally had the chance to celebrate with their loved ones at Liverpool Cathedral in April.

A further 10,000 students from the Class of 2021 and 2022 donned their robes and crossed the stage at the Cathedral over two weeks in July.

The ceremonies were a wonderful celebration of our graduates’ achievements, ability and commitment. From the stage at the Cathedral, Vice-Chancellor, Professor Mark Power encouraged them all to be bold, be confident and to pursue their dreams.

...Vice-Chancellor, Professor Mark Power encouraged our graduands to be bold, be confident and to pursue their dreams.

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OUR ESTATE

LJMU has, this year, successfully delivered the final phases of our bold estates masterplan.

This ambitious programme has transformed our estate and facilities for the benefit of our students. It ensures that we are providing the very best environment for teaching, learning and research and offering the best possible student experience.

This major investment also supports the regeneration of Liverpool and provides high quality public open spaces that can be enjoyed by communities in our city.

Our flagship development at Copperas Hill opened its doors in September 2021.

Comprising the Student Life Building and Sports Building, the site is home to many of our key student services and a wide range of outstanding facilities. Located at the heart of the city centre, the three and a half acre site links our Mount Pleasant Campus and City Campus.

The Student Life Building has successfully hosted a variety of events to bring together the LJMU community and the overall development has been shortlisted for national construction and architecture awards

This year has also seen the completion of LJMU’s major redevelopment of the Tithebarn Building. Home to the Faculty of Health, it provides world-class, technology-enhanced specialist facilities, giving students the very best possible preparation for their future careers. The development has also created attractive green spaces, while an earlier phase of the works saw the refurbishment of the adjoining Avril Robarts Library.

The estates masterplan previously delivered a number of other new facilities, now successfully established within the LJMU estate, including: a new School of Education building, the refurbishment of Aldham Robarts Library, a brand new pavilion and upgrades to a number of other buildings.

On the back of the delivery of the masterplan, LJMU won a major award from the regional construction industry.

We were named Client of the Year at the 15th annual North West Regional Construction Awards in recognition of how effectively we have collaborated with consultants, contractors and the supply chain.

SUPPORTING COMMUNITIES

NET CARBON ZERO BY 2035

The climate crisis is the biggest emergency we face as a planet and LJMU is committed to playing a leading role in finding sustainable solutions.

We believe in leading by example and we work closely with a wide range of partners to make a positive difference at a local, national and global level.

In 2022, we set out our ambitious sustainability targets for the next decade in the LJMU Climate Action Plan.

The plan is the first part of a four-phase approach and establishes our goals and priorities for the next 10 years and how we will measure our progress and success.

The Climate Action Plan is made up of targets and performance indicators across five themes: leadership and governance; teaching; research; community engagement; and campus management.

Our overarching vision is to become net carbon zero by 2035.

SUSTAINABILITY

In November 2021, LJMU made a memorable contribution to the COP 26 Climate Change Conference in Glasgow.

Stunning footage created by the Media Production team in the Liverpool Screen School charts the lives of fishing communities in the Philippines after the 2013 earthquake, which caused a rapid drop in land levels.

The film, Racing the King Tide, has helped shape the views of coastal planners and engineers about climate adaptation, including solutions such as homes on stilts, raised roads and eco-mangroves to keep salt water at bay.

This achievement reflects how firmly sustainability is embedded in the way we do things at LJMU.

Visit our campuses and you will find a wide range of green initiatives, from rainwater harvesting and solar panels to wildflower gardens and green roofs. We get 100% of our electricity from renewable sources, recycle two-thirds of our waste and we have halved our carbon emissions over recent years.

LJMU launched the UK’s first ever BSc (Hons) Climate Change and research by our academic staff is contributing to global understanding of environmental issues and the development of sustainable solutions.

We help hundreds of businesses across the region to create low carbon goods, processes and services, with our innovation and expertise bringing significant environmental and economic benefits.

Working with local schools, we are helping to educate children about the importance of environmental responsibility and understanding the natural world around them.

LJMU is a key partner in the Liverpool City Region’s sustainability strategy, contributing to and shaping local policy-making to help decarbonise the economy and move the city region towards a zero net carbon future.

The LJMU Climate Plan will build upon these achievements and drive our passionate commitment to doing everything we can to protect and enhance our environment over the coming years.

RECIPROCAL LEADERSHIP

LJMU has continued to demonstrate its commitment to working closely with our partners to ensure our university, city and region is an inclusive environment where everyone can thrive.

As part of that commitment, our Executive Leadership Team has paired with Black city leaders from across Liverpool through our Reciprocal Mentoring Programme.

The initiative brought together 26 key figures from the Black community to share their lived experiences with LJMU leaders and to inform policy and decision-making.

The purpose of the two-way mentoring relationship is to create open and honest conversations about race and equality, building relationships across the city, resulting in positive changes for the benefit of our communities.

The participants in the programme represent a wide range of businesses and public sector organisations in Liverpool.

The scheme follows LJMU’s successful student and staff Reciprocal Mentoring Programme. That initiative paired Black students with white LJMU leaders in a two-way mentoring relationship and to understand what it is to be Black in a British university.

POSITIVE ACTION TRAINEES

LJMU’s Positive Action Trainees celebrated their first year of working in key professional and technical roles at the university.

The programme is an initiative to address the under representation of Black and Minority Ethnic people in the workplace and reflects LJMU’s commitment to inclusivity in our community.

Each trainee took part in a competitive application process and was assigned a department and manager/mentor to help with their training over the two-year programme.

Due to the success and positive impact of the programme, LJMU is recruiting a second cohort of trainees to begin their training in 2023.

CELEBRATING L8

We were proud to be a partner in a major event to celebrate the culture and diversity of the Liverpool 8 community.

LJMU has strong links with many L8 organisations and a host of staff and students were among over a thousand people taking part in the community celebrations.

The multi-cultural event was a wonderful opportunity for people to come together and it featured activities, dancing and food, with recipes from across the globe.

It was also a chance to share information about organisations in the community and across the whole city; LJMU staff and students were on hand to offer support and guidance for people thinking about studying at university.

We look forward to supporting future events and continuing our valuable outreach work in Liverpool 8 and other communities across the city and beyond.

REFUGEE NURSES

ATHENA SWAN

Three more schools have achieved the bronze Athena Swan Charter Mark, which recognises “advancement of gender equality: representation, progression and success for all.”

Athena SWAN not only underlines our commitment to advance equality in careers and opportunity but also guarantees our teaching and curriculum is inclusive and our working environment is flexible and inclusive for everybody.

The successes are the first since Sport and Exercise Science attained Athena SWAN in 2019, but many more are to come with 12 other departments working towards Bronze.

The university has pioneered a nursing ‘transition’ course for refugees, enabling them to join the NHS workforce. Hundreds of nurses who have often fled conflict or persecution abroad to settle in Britain are currently unable to practice, despite being fully qualified in their own countries.

Completion of the course, which was delivered in partnership with the charities RefuAid and Talent Beyond Boundaries, and NHS England, places the nurses in position for frontline work with local NHS employers and giving them an opportunity to contribute to the health and wellbeing of their new home.

The four-week course includes practicals in LJMU’s new cutting-edge simulation suites, which closely mimic a hospital environment, alongside language work and other support to enable the refugees to attain the required registration.

In October 2021, the Minister of State for Health, Rt Hon Edward Argar attended the graduate ceremony for a cohort of 25 students, praising the project’s innovation and collaboration.

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LIVERPOOL PRIDE

LJMU rainbow t-shirts and banners were out in force for the first Liverpool Pride in three years.

Dozens of staff, students and friends of LJMU and JMSU were among the thousands celebrating the LGBTQIA+ community. It was a spectacular celebration with a joyful march through the city centre, culminating in a festival at Liverpool’s Pier Head.

SUPPORTING LOCAL CHARITIES

LJMU donated £10,000 to a local charity on the back of the National Student Survey (NSS) 2022 and other student surveys.

The university pledged to make a donation for every survey completed by eligible final-year students between January and April. Donations were also made for the Postgraduate Taught Experience Survey and First Year Experience Survey.

The chosen charity is Micah Liverpool, an organisation which aims to relieve people in Liverpool from social injustice and poverty. It is currently running projects to combat unemployment and deliver emergency food aid and affordable food to local people.

LJMU’s major donation will be enough for Micah to provide fruit, vegetables and milk to residents in need for up to four months.

Meanwhile, LJMU donated 3,000 items to ease ‘furniture poverty’ for hundreds of local groups.

Schools, charities and grass-roots organisations have taken receipt of classroom, office, social space furniture and other equipment donated by the university.

LJMU worked with Bulky Bob’s for Business, part of the Furniture Resource Centre, and Johnson’s Removal to allocate around 3,000 items to needy groups.

SUPPORTING THE LIVERPOOL CITY REGION

We are proud to be a key, anchor institution within the Liverpool City Region.

Across the city and five boroughs and beyond, members of the LJMU community are making a positive difference to people’s lives through the skills, knowledge and experiences developed at our university.

You will find LJMU graduates in all sectors of the city region, from key public services and charities to start-up businesses.

The research and expertise of our students, staff and alumni helps to shape policy-making and develop solutions to the challenges and opportunities facing our society.

THE LEGAL ADVICE CENTRE

The Legal Advice Centre is one of Europe’s biggest and most inclusive law clinics, providing the opportunity for residents of Liverpool City Region to receive free legal advice from our team of students and more than 40 local solicitors who volunteer their time and expertise to support them.

Pro-bono legal advice is in great, and growing, demand. The pandemic and cost-of-living crisis are increasing the pressure on household budgets at times of crisis, reducing the ability pay for legal advice with crushing consequences for individuals and families.

Against this backdrop, the Legal Advice Centre provides a range of free and confidential support to those who need it the most, delivering significant social value.

Four hundred students have successfully supported and advised 85 clients across a number of areas, with particular focus on family law. Fifty-seven of those clients have been represented in court by the centre and 419 clients have been signposted to other agencies after their initial consultation.

Collectively this work has a value of around £600,000. Students work directly with clients under supervision and obtain and analyse evidence, produce statements and court bundles, as well as attending court hearings, thereby developing vital legal skills and experience that they would normally have to wait several years to obtain as trainee solicitors. This work is now a key part of the LLB Law curriculum, a unique educational opportunity for students and a vital public service driving social justice and social mobility.

Since January 2021, the work of the Legal Advice Centre has expanded into providing free representation at court to vulnerable litigants who cannot afford a lawyer.

As a result, clients have the chance to re-establish contact with their children after many years, settle matters which had previously been entrenched firmly in acrimonious litigation, and better navigate the complex landscape of the courts, social services and other agencies.

LIVERPOOL BUSINESS SCHOOL BUSINESS CLINIC

The Liverpool Business School Business Clinic was established to provide a range of support options to SMEs, multi-nationals, start-ups and not for profit organisations in the Liverpool City Region.

The clinic is student-led and is integrated into their curriculum and academic journey. Students receive an opportunity to apply and develop their theoretical knowledge in a real-world professional environment, working with genuine business and organisation leaders.

Projects delivered include market planning, advice and planning for the diversification of products and services, market research and social media campaigns. Our students provide research and genuine innovative and fresh approach solutions to all types of problems and challenges.

Now at the end of its fourth year, the Business Clinic is set to grow further next year, increasing the number of students involved by 30%.

During the year, 290 students worked in the Business Clinic, supporting 72 projects across 54 organisations, working with 12 external business consultants who provide professional support.

This activity represents 34,800 hours of consultancy, representing £714,000 of value to businesses and organisations in the Liverpool City Region.

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SCIENCE AND INNOVATION

The Liverpool City Region refreshed the Science and Innovation Audit in 2021, giving an overview of those science-based areas where the region has distinctive world-leading capabilities. Innovation has grown to be a top priority for the city region and its devolution agenda, with a headline ambition of investing 5% of GVA in research and development by 2030.

The refreshed audit focuses on the city region’s strongest established and emerging capabilities, including LJMU’s contributions. These are primarily in the AI solutions and Emerging Technologies sector, which is supported by LJMU’s School of Computer Science and Mathematics, and the Net Zero and Maritime sectors, supported by the university centres in the Faculty of Science and the Faculty of Engineering and Technology.

The audit draws attention to the city region’s success in facilitating knowledge-transfer in these key economic areas, using the science and innovation expertise to assist businesses with new processes, products and expertise.

LJMU’s strength in this area supports two initiatives creating collaborations between business and our academics.

LOW-CARBON ECO-INNOVATORY

LJMU was proud to join our city region partners in showcasing the outstanding work of our Low Carbon EcoInnovatory (LCEI) to representatives from the Department for Business, Energy and Industrial Strategy.

The delegation visited the city to find out more about the collaboration between higher education institutions and industry to drive innovation, jobs and growth.

The LCEI is a successful, well-established partnership between LJMU, the University of Liverpool and Lancaster University and aims to deliver a low carbon economy.

Our researchers, students and academic staff work with businesses to create innovative low carbon goods, processes and services. By accessing our expertise and state-of-the-art facilities, firms realise economic and environmental benefits.

To date, the partnership has supported more than 300 businesses in the Liverpool City Region, driving economic growth and delivering more sustainable ways of working.

DRIVING DIGITAL INNOVATION

An innovative business support initiative is bringing students together with local firms to develop digital technology solutions.

The Cheshire and Warrington 4.0 programme (CW4.0) has been created to help manufacturing businesses to seize opportunities

for growth and investment through the adoption of digital technology.

LJMU students are working with the firms to use their emerging expertise to optimise productivity and unlock growth opportunities.

They undertake either on an industrial placement with a regional SME or work on a group design project and individual dissertation as part of their studies and the university’s role in the initiative.

It is mutually beneficial, with SME’s developing innovative new practices and the students developing skills around problem-solving and team working, helping to prepare them for future employment.

CW4.0 brings together the combined expertise and capabilities of LJMU, the University of Liverpool, the Science and Technology Facilities Council and the Northern Automotive Alliance.

The initiative follows on from its sister project LCR4.0 which has been recognised as a national example of best practice for its collaboration with businesses in the Liverpool City Region.

More than 300 companies engaged with that initiative, implementing new processes and innovations, creating 125 new jobs and bringing 57 new products to market.

SUPPORTING THE CREATIVE INDUSTRIES

LJMU has entered into a new partnership to create more opportunities in the creative and digital industry.

The collaboration with Liverpool’s Baltic Creative Community Interest Company is enabling more connections between our students and digital and creative businesses.

With a diverse mix of artists, entrepreneurs, makers and SMEs based within Baltic Creative workspaces, it is hoped that the students will be inspired to pave their own way as the next generation of creatives and business leaders. The tenants will also be able to benefit from LJMU’s emerging talent pool when recruiting.

There will be collaboration on research projects which aim to be of value to academia, business leaders and those within the digital and creative community. Baltic Creative will be working with the university’s Centre for Entrepreneurship to work on mutually beneficial initiatives as well as exchanging research materials.

The partnership builds upon the existing relationships between LJMU and Baltic Creative and will grow the local and regional talent pool in creative industries, as well as developing opportunities for students, businesses and artists.

OUTSTANDING RESEARCH AT LJMU

The 2021 Research Excellence Framework (REF) judged that LJMU more than doubled the amount of research that is worldleading or internationally-excellent.

We have world-leading research in all 16 Units of Assessment (UoA) from across the university and our portfolio of impact

THE FACULTY OF ENGINEERING

Thousands of malaria deaths could be averted thanks to new sensor technology being developed by LJMU and the Liverpool School of Tropical Medicine. Research by Dr Patryk Kot and colleagues has led to the creation of hand-held sensors to target diseasecarrying insects in India and Africa.

Tests with a prototype sensor have already had an impact on reducing the disease Visceral Leishmaniasis (VL), with transmission cut by 90%. The research is now informing the adaptation of the technology to tackle other diseases and potentially save thousands of lives.

case studies showcase excellent work with our local Liverpool communities through to partnerships with multinational global organisations.

HERE ARE SOME EXAMPLES FROM ACROSS OUR FIVE FACULTIES:

THE FACULTY OF HEALTH

In the UK, three-quarters of the people who take their own lives are men. Dr Pooja Saini identified a recurring theme: a lack of support and services for people in suicidal crisis, particularly within community settings. Dr Saini offered support to a unique project called James’s Place - a safe, comfortable community centre for men in crisis, driven by a mother whose son died aged 21 by suicide after walking out of A&E. The design, processes and ethos of the centre have all been guided by LJMU research and more than 1,000 men have been helped by the service, alleviating pressure on A&E departments, mental health services and GP surgeries.

Dr Patryk Kot

Dr Pooja Saini

THE FACULTY OF SCIENCE

Our research is helping to develop technological solutions to protect endangered animal populations in the wild. This is critical work as an estimated 150 to 200 species of life on our planet become extinct every day. As an upgrade to labour-intensive and costly ground surveys, LJMU, led by world-leading primatologist Professor Serge Wich, found a new way of tracking animals in real-time using thermal infrared technology to recognise different types of animals in different landscapes and terrains. The efficiency of this technology is evidenced by the Durrell Trust collecting as much animal data in three 20-minute flights as had previously required 24 weeks.

THE FACULTY OF BUSINESS AND LAW

Improving patient outcomes through better project management of clinical trials was the subject of research conducted by Professor David Bryde. The research has influenced the project management of clinical trials, leading to new approaches and changing cultures and attitudes. It has led to cost and time efficiencies in the project management of specific clinical trials, encouraging smarter outsourcing focused on results.

THE FACULTY OF ARTS, PROFESSIONAL AND SOCIAL STUDIES

Led by Professor Caroline Wilkinson, LJMU’s Face Lab has developed and applied processes and datasets for facial depiction of the dead and craniofacial identification. This work has resulted in new methodology and international standards, bringing significant enhancements to law enforcement services, cultural restitution and disaster victim identification. Positive impacts also include improved social welfare and global cultural enrichment through the craniofacial depiction of historical figures and ancient human remains.

Professor Serge Wich

Professor David Bryde

Professor Caroline Wilkinson

GLOBAL PANDEMIC INSTITUTE

September 2021 saw LJMU become a founding partner of the world-leading Global Pandemic Institute.

It was established as a leading international centre for the formulation of policy and knowledge exchange to help prevent, prepare for and respond more effectively to pandemics.

The institute brings together the key health research bodies, higher education institutions and other public organisations to share clinical and research expertise across all stages of the pandemic lifecycle.

With LJMU’s public health and nursing excellence at its heart, the institute is focused on delivering real-world impact across the globe. It is another chapter in the university’s rich history of working with partner organisations to develop solutions to the challenges faced in our society.

REPRESENTING THE UK

LJMU was well-represented at two of the biggest sporting events of 2022.

Former LJMU Sport Scholar Nikita Parris was part of the England squad that clinched the UEFA Women’s Euro 2022 title with victory over Germany at Wembley. The Arsenal player first arrived at LJMU as part of the Talented Athlete Scholarship Scheme (TASS) and graduated with her sport development degree in 2018.

Mellor (marathon) and Osian Jones (hammer).

There were also a number of LJMU staff members and alumni supporting athletes in a variety of different roles, from cardiac screening and psychology support to lifestyle coaching.

LJMU’s considerable representation at these two major sporting events reflects our well-earned reputation for sporting excellence and preparing athletes for the highest level of competition.

Meanwhile, a host of athletes and sport science staff from LJMU were involved in the Birmingham 2022 Commonwealth Games.

Current sport scholar Sarah Malone represented Scotland in the 4x100m relay, while alumni sport scholars in action at the games were Emily Borthwick (high jump), Harry Coppell (pole vault), Eleanor Cardwell (netball), Laura Malcolm (netball), Nathan Maguire (T54 wheelchair racing), Jonny

NATIONAL NURSING AWARD

We were delighted to be awarded with the flagship prize at the Student Nursing Times Awards 2021.

LJMU was named UK Nurse Education Provider of the Year for our pre-registration course for the second time in three years.

The award was a fantastic achievement, particularly given the challenges of the pandemic, and reflected the hard work and commitment of staff and students.

COUNTY LINES RESEARCH

LJMU led a major study on behalf of the Home Office and Department for Education into county lines crime.

The work – calling upon the expertise of the School of Justice Studies – looked into the harms to vulnerable children and young people drawn into drug gangs.

The study, completed in spring 2022, resulted in one of the largest evidence bases ever collected, contributing to Home Office, Department for Education and Safeguarding Partnerships strategy development.

SUPPORTING PARTICIPATION

LJMU works with schools and communities in some of the most disadvantaged areas of the UK to widen access to higher education.

These interventions support progression to university for people from low socio-economic backgrounds, including white boys from the most disadvantaged backgrounds, Black and minority ethnic students, looked-after children, young adult carers and disabled students.

We have an extensive network of educational partnerships with local authorities, schools, colleges, teachers and professional subject associations across the UK with whom the university works collaboratively to support young learners in reaching their potential.

Last year, as Government COVID restrictions eased, we were able to resume in-person visits to schools and colleges as part our commitment to providing opportunities for students from backgrounds with low participation in higher education.

Across the year, we reached 36,000 prospective students with information, advice and guidance delivered either on campus or in schools or colleges. LJMU was also represented at more than 50 higher education exhibitions across the UK, coordinated with UCAS and other partners, engaging with more than 13,000 pupils.

On campus, we provide free access for UK schools to the world’s largest robotic telescope, owned and operated by LJMU’s National Schools Observatory. This engages around 4,000 pupils and teachers each year, with further astronomy outreach activity reaching approximately 5,000 students and inspiring interest in STEM subjects.

EQUALITY OF OPPORTUNITY

Equality of opportunity is a key feature of LJMU’s outreach strategy. Notable activity over the last year includes: dedicated programmes to support Gypsy, Roma, Traveler students; encouraging more girls and women to consider STEM subjects; raising aspirations among young white males from lower socio-economic groups; and supporting ex-offenders considering higher education.

We also delivered successful initiatives targeted towards mature learners, Black and ethnic minority students and people interested in vocational, work-based learning.

We are proud that the work we do with our communities has been recognised externally. In 2022, LJMU was awarded the National Network for the Education of Care Leavers (NNECL) Quality Mark for education and support of care-experienced students. We were rated enhanced or exceptional in all areas, reflecting our history of helping care-experienced young people to progress to higher education, with our award-winning John Lennon Imagine Award scheme and our programme of outreach activities.

Current LJMU students are a key part of our work to inspire interest and widen participation in higher education. More than 100 student advocates supported outreach activities, delivered talks and mentored other learners. Those students perfectly reflect the university’s commitment to community and inclusion.

BURSARIES AND SCHOLARSHIPS

LJMU offers a range of bursaries and scholarships to encourage talented students to reach their potential regardless of their background or personal circumstances.

In addition to our existing scholarships, this year we worked with the Crown Prosecution Service (CPS), the Anthony Walker Foundation and Salford University to expand and relaunch an initiative to provide opportunities in the field of law.

The scholarship scheme was launched in memory of Anthony Walker, who was murdered in a racially-motivated attack in Merseyside in 2005. The 18-year-old A Level student had wanted to go on to study law at university.

Several legal trainees were taken on under the scheme and were mentored and supported by existing CPS lawyers.

To mark the 16th anniversary of Anthony’s death, LJMU and its partners created scholarships for dozens of students from minority backgrounds to help them pursue careers in law.

SURPLUS FOR THE YEAR

Surplus for the year on a statutory basis was £21.0m (2020/21 £14.5m)

OPERATING SURPLUS

In considering the financial performance, management uses the measure of operating surplus. The items excluded from the statutory surplus to arrive at operating surplus are pension provision movements, the share of operating surplus/(deficit) in associates and joint ventures and the profit/(loss) on disposal of fixed assets.

Pension provision movements related to the Universities Superannuation Scheme (USS), Merseyside Pension Fund (MPF) and the enhanced pension scheme. These are excluded because while significant they cannot be controlled by management in the short term. Pension provision costs were 2021/22 £9.6m (2020/21 £11.9m).

In 2021/22 the operating surplus was £30.7m (2020/21 £26.5m). 2021/22 included a £0.6m restructuring cost (2020/21 £4.4m).

Excluding the impact of restructuring, the operating surplus was broadly in line with last year and better than budget primarily due to better than anticipated recruitment, and slower than anticipated spending on IT and estates revenue projects.

TOTAL COMPREHENSIVE INCOME AND EXPENDITURE

The total Comprehensive Income was £169.8m (2020/21 £38.6m). This includes a favourable actuarial movement on the MPF pension of £148.8m (2020/21 £24.1m) due to recent rises in interest rates.

INCOME

In 2021/22 total income increased by £7.8m (3%) to £257.9m.

Total tuition fees and educational contracts increased by £5.6m to £217.8m (3%). The key driver was Home and EU undergraduate students, there was also growth in other income (collaborative activity). International student income declined vs prior year due to a change in the mix of postgraduate taught (PGT) and undergraduate (UG) students.

Funding body grants declined slightly by £0.6m (3%) to £21.0m (non-recurrent Covid associated funding was received in 2021/22). Research grants and contracts declined £1.4m (10%) to £12.5m (phasing of activity) while other income increased £3.7m (161%) to £6.0m as the campus returned from Covid lockdown. Investment income increased by £0.5m to £0.6m driven by recent interest rate rises.

EXPENDITURE

Expenditure on a statutory basis was £236.8m (2020/21 £235.5m).

Pension provision costs are excluded from operating expenditure.

Operating expenditure increased by £3.6m (2%) to £227.2m. 2021/22 costs included £0.6m restructuring costs (2020/21 £4.4m). Excluding the impact of restructuring, operating expenditure increased by £7.4m year on year.

The majority of expenditure relates to staff costs.

Staff costs on a statutory basis were £147.0m (2020/21 £151.5m) and include pension provision costs of £9.6m (2020/21 £11.9m) and restructuring costs of £0.6m (2020/21 £4.4m). Excluding both these items, underlying staff costs in 2021/22 were £136.8m (2020/21 £135.3m).

Other operating expenses rose £6.1m (9%) to £70.0m as we saw the impact of the return from Covid lockdown. £0.7m of COVID-19 related costs were incurred in 2020/21 (2020/21 £2.8m).

Depreciation increased £0.1m to £14.2m.

Interest and other finance costs were £5.6m (2020/21 £5.8m)

OTHER ITEMS

The share of operating surplus in the joint venture (Sensor City Liverpool Limited) was £0.03m (2020/21 £0.13m deficit). The share of deficit in the associate (Sciontec Developments Limited) was £0.03m (2020/21 £0.04m surplus).

Loss on disposal of fixed assets was £0.1m (2020/21 nil).

BALANCE SHEET

At 31st July 2022 our net assets had increased by £170.7m to £261.3m due to a surplus of £21.0m

Net current assets have grown by £26.6m to £98.0m with cash and short-term net investments of £147.7m, including £35.0m loan drawdown.

We anticipate that we will utilise cash holdings for future estates projects as we continue to focus on the student experience.

Total secured loans at 31st July 2022 were £35.0m (£37.5m at 31st July 2021). £26m are due after more than one year and £8.9m within one year as we are forecasting to pay £8.0m to clear a secured loan in May 2023. This will leave two remaining loans (Loan 1 £10m (18-year term from 2015), 6.36% interest rate and loan 2 £20m (25 year term from 2013) at 6.07% interest rate).

We have pensions provisions £71.1m (£207.6m at 31st July 2021) which include a deficit on the MPF scheme of £58.9m (£194.7m at 31 July 2021), an obligation to fund deficit on USS pension of £2.7m (£1.3m at 31 July 2021) and enhanced pension provision £9.4m (£11.6m at 31 July 2021). The enhanced pension provision is in respect of pension enhancements payable to staff that have taken early retirement. Affordability of pensions is a key financial risk which we continue to monitor closely.

CASHFLOW

Cashflow from operating activities was £58.6m (2020/21 £57.3m) which is 22.7% of income.

CAPITAL EXPENDITURE

We continue to invest in our equipment although having just finished the Student Life and Sports buildings 2021/22 was a relatively quiet year.

CONCLUSION AND FUTURE PROSPECTS

The prospects of the University are considered over a 5-year period and regularly reviewed by the Board of Governors. The financial plan includes annual Income and Expenditure statements, capital expenditure, cashflow and balance sheet statements and an assessment of loan covenant compliance. Part of the financial planning process includes scenario planning which stress test key assumptions in respect of student recruitment, pay awards and pensions.

Overall recruitment in 2022/23 has been sound with an under recruitment in home PGT being compensated by better than budgeted home undergraduate and international students.

The external environment continues to be challenging with very high inflation driving up costs while tuition fees remain flat. Pensions continue to be a risk in a volatile market. There is also a need to keep pace with the ever-changing needs of students.

Despite these pressures the University’s underlying financial position is sound.

Based on this work the University is confident that it has sufficient funds to continue to meet all liabilities as they fall due and the accounts continue to be prepared on a going concern basis.

BANKERS Barclays Bank plc

INTERNAL AUDIT Uniac

EXTERNAL AUDITOR KPMG LLP

Any issues, problems, questions about your assignments - anything at all - answers and support are always offered. LJMU was the first institution that showed a real passion for me being a student here.

Reece BSc (Hons) Sport Coaching

HUMANS OF LJMU

As part of our bicentenary in 2023, we are celebrating the Humans of LJMU who make our university, city and communities the vibrant, inclusive place it is.

Here are just some of the profiles of people connected to the university who shared their stories and experiences through the series.

RICKY WANG STUDENT

I think this city has a very unique cultural identity. The accent, the architecture, the history. And it’s not so big, it’s easy to get around, that’s part of the reason I chose to come here.

After studying here, I have found that people are extremely friendly and I think this is a very progressive city. I loved it so much that I wanted to stay for another year and finish my degree here, so I applied to study my third year at Liverpool John Moores University. After I graduate, I would like to volunteer in Africa and then travel to the USA to do my masters degree.

MAUREEN OUSO STAFF

I believe that my disability has changed my life for the better. I’m now a better person as I take into consideration other people’s limitations and I am much more patient. I lost my hearing suddenly back in 2010 when I contracted malaria. I almost lost my life, so I am very thankful to be here.

Working for LJMU has really built my confidence because there’s a lot of selfdevelopment. Working as a placement officer means I am constantly communicating with brilliant, talented young people.

JACK FITZPATRICK STUDENT

Once I graduate, I’m planning on working in equality, diversity and inclusion. My drive to make sure that people fulfil their potential stems from my own personal experiences, as I have a diagnosis of autism and dyspraxia. I’ve had that since the age of three. A lot of people said that I wouldn’t even be able to even take an exam, but I achieved 8 GCSEs, 3 A Levels and now a first in my degree at LJMU.

Everyone has been so professional and inclusive in their nature. All of the lecturers have been fantastic with me and I’ve been given offered endless opportunities that I wouldn’t usually have access to. I don’t see my disability as something negative, I see it as an ability – to help transform lives and be inclusive. I see it as a positive and I think that’s something that it is important for all people with disabilities to do.

When the call came to ask student nurses to come and join the NHS to help with the first COVID outbreak, I was back in Northern Ireland working at the care home, rushed into help just as I was about to start my second year. I had just caught the virus and then my grandmother passed away from it, so it was a really tough time for me personally. When I returned to Liverpool to work on a hospital ward, COVID was at its peak and I had to quickly learn to cope with loss. It was like packing years of graduate nursing experience into one student year.

I’d rather not have had been through that because of the people we lost, but I take solace in the fact I was able to help and I think it will certainly make me a better nurse going forward.

ANYIKA ONOURA GRADUATE AND OLYMPIC ATHLETE

I never gave myself a chance to deviate from the plan of becoming a world class athlete. I didn’t have the time for anything else. I was training, I was studying, I was working, I was racing. I would be in the library from 10pm after training until about 3 o’clock in the morning. I’d see all the students come up, banging on the window saying they were having an after party. It was just a discipline and a focus that I always had.

If I can inspire young athletes then that is amazing, I just want to make sure the next generation kick ass.

CALVIN LIU LECTURER

LJMU is international but also locally based, as is the city. There is such a strong local culture here. It’s one that I’ve really immersed myself in whilst I’ve been here. Liverpool is a city that keeps offering you different excitement. The connection with its Irish origins and the transatlantic history and legacy is a treasure and the city is very persistent with its communitarian culture and internationalist spirit. They see equality, gender and sexual orientation here as self-evident. That’s quite unique. This city is so welcoming and open ended.

ADAM VASCO FORMER LJMU LECTURER

As an education lecturer at LJMU, the work I’ve been most proud of is the outreach and research we’ve done in the local community. Working with a local sixth form college, we came up with the project ‘everyday heroes’. This was originally meant to be about the students exploring the lives of heroes in their local community. In the end the pupils became the heroes - they are incredible.

JAMES SAVAGE ALUMNI

CORPORATE GOVERNANCE STATEMENT – 2021/22

SUMMARY OF THE LJMU STRUCTURE OF CORPORATE GOVERNANCE

The following statement is provided to enable readers of the Annual Report and Statement of Accounts to obtain a better understanding of the governance and legal structure of the university.

The university is committed to adopting good practice in all aspects of corporate governance. It aims to conduct its business in accordance with the principles identified in the Committee on Standards in Public Life (selflessness, integrity, objectivity, accountability, openness, honesty and leadership), the requirements of the HE regulator, the Office for Students (OfS), its Instrument and Articles of Government and the Committee of University Chairs’ (CUC’s) Higher Education Code of Governance. It is the opinion of the Board of Governors that the governance practices of the university are consistent with and satisfy the seven primary elements contained in the Higher Education Code of Governance.

Liverpool John Moores University is a Higher Education Corporation as defined under the Education Reform Act 1988 and the Further and Higher Education Act 1992.

The university has exempt charitable status as defined in the Charities Act 2011, with the OfS acting as its principal regulator. The charitable purpose of the university, as defined in the Charities Act 2011, is the advancement of education for the public benefit. The members of the university’s Board of Governors are the charity trustees and are responsible for ensuring compliance with charity law.

The Instrument of Government state that the Board of Governors shall consist of not less than fifteen and no more than twenty-two appointed members, made up of up to fifteen Independent members, two nominees from the Academic Board, two students and two elected staff members. The Vice-Chancellor and Chief Executive (ex officio) is a member of the Board of Governors.

The role of Chair of the Board of Governors is separate from the role of the university’s Vice- Chancellor and Chief Executive. The Vice-Chancellor is the designated Accountable Officer for the purposes of the OfS terms and conditions of funding and is supported by an Executive Leadership Team (ELT). The Chair is supported by the Deputy Chair of the Board. The matters reserved specifically to the Board of Governors for decision are set out in the Articles of Government of the university, the Scheme of Delegation and in guidance from the OfS.

BOARD OF GOVERNORS

The Board of Governors holds to itself the responsibilities for the educational character, the financial solvency of the university and its strategic direction in accordance with its Strategic Plan 2017-2022 to shortly be replaced by a new Strategic Plan 2030.

In the period from 1 August 2021 up to the date of this report, membership of the Board of Governors is as follows:

EX-OFFICIO MEMBERS

Professor Mark Power Vice-Chancellor and Chief Executive

EXTERNAL INDEPENDENT MEMBERS

Mike Parker

Pro-Chancellor and Chair of the Board Chair of Nominations Committee Chair of Chairs’ Group Chair of Infrastructure Committee

Chris Airey Deputy Chair of Infrastructure Committee

Shirley Anderson Deputy Chair of Employment Committee

Garry Banks Member of Audit and Risk Committee and (Governor Climate Change Champion) Infrastructure Committee

Lee Gilmore Deputy Chair of Finance Committee

Gareth McIntegart Member of Audit and Risk Committee

Charles Oddy Chair of Audit and Risk Committee

Jane Tomkinson Chair of Finance Committee

Eliot Ward Deputy Chair of the Board Chair of Remuneration Committee

Wendy Williams Chair of Employment Committee

EXTERNAL CO-OPTED MEMBERS

Graeme Robinson Co-opted member of Audit and Risk Committee

NOMINEE MEMBERS

Emily Roxbee-Cox

Student Governor (JMSU President) in attendance until April 2022

Ambar Ennis Student Governor (JMSU Vice President Community and Wellbeing) in attendance until June 2022

Marie Hi Student Governor (JMSU President) in attendance since July 2022

Clodagh McErlean Student Governor (JMSU Vice President, Activities) in attendance since July 2022

STAFF MEMBERS

Professor Dhiya Al-Jumeily Staff Governor (Academic)

Yvonne Turnbull Staff Governor (Professional Services)

ACADEMIC BOARD NOMINEES

Professor Catherine Cole

Dr David McIlroy

The Board of Governors meets a minimum of four times a year and maintains a committee structure comprising:

I Audit and Risk Committee

I Employment Committee

I Finance Committee

I Infrastructure Committee

I Nominations Committee

I Remuneration Committee

All of the above committees are formally constituted with terms of reference and are comprised of Independent members of the Board of Governors save for Infrastructure Committee which also is comprised of staff and student governors. The Vice-Chancellor and Chief Executive is an attendee at meetings of the Employment, Finance and Nominations Committees and by invitation attends meetings of the Audit and Risk and Remuneration Committees and is a member of the Infrastructure Committee. The Chair and Deputy Chair of the Board are not members of the Audit and Risk Committee and there is no overlap in membership of the Audit and Risk and Finance Committees. On the Audit and Risk Committee, there is a Co-opted member with the relevant audit qualifications, experience and expertise.

The Board of Governors and its Committees review their terms of reference on an annual basis to ensure that they are embedding risk management effectively into their work and that the terms of reference align with the Higher Education Code of Governance and OfS requirements.

The Audit and Risk Committee advises the Board of Governors on the adequacy and effectiveness of the University’s arrangements for risk management control, governance value for money (economy, efficiency and effectiveness). It oversees internal and external audit and agrees the audit approach and schedule with the auditors. The Audit and Risk Committee also receives and reviews the Risk Register. The committee is comprised of four independent members (three Independent Governors and one Co-opted member). Whilst the Vice Chancellor and Chief Executive and other senior managers attend meetings of the Audit and Risk Committee as necessary, they are not members of the Committee. Both the external and independent internal auditors also attend the Committee’s meetings where appropriate. The Committee meets the external and internal auditors at least annually without management, for independent discussions in line with best practice. The Committee can also meet regularly with the Vice-Chancellor and Chief Executive to discuss emerging issues. The Committee’s minutes are presented to the full Board meetings. In the last academic year, the Audit and Risk Committee met five times.

The Employment Committee advises the Board of Governors on issues related to staffing and employment. The responsibilities of the Committee also encompass Equality, Diversity and Inclusivity (EDI) monitoring and the oversight and review of Human Resources (HR) policies. The Committee’s minutes are presented to the full Board meetings. In the last academic year, the Employment Committee met three times.

The Finance Committee oversees the financial solvency and sustainability of the university. It also keeps under review all significant income and expenditure and at each meeting it receives reports on the university’s performance in relation to approved budgets, estate related capital investment plans and treasury management, and financial reports from the John Moore’s Students’ Union (JMSU). The Committee’s minutes are presented to the full Board meetings. The Finance Committee met four times in the last academic year.

The Nominations Committee considers membership issues and appointments to vacancies on the Board for non-executive members, based on a skills and diversity analysis. The Committee’s minutes are presented to the full Board meetings. In the last academic year, the Nominations Committee met three times.

The Infrastructure Committee supports the development of an infrastructure strategy including but not limited to, the estates strategy and/or the review of the existing estates masterplan along with those elements of the IT/Digital strategy that are related to either the physical or virtual infrastructure or in some cases both. The Committee’s minutes are presented to the full Board meetings. The Infrastructure Committee, in the last academic year, met three times.

The Remuneration Committee considers the performance and annual remuneration of the Vice-Chancellor and Chief Executive, the Executive Leadership Team and the annual remuneration of the Directorate and Professoriate. The Committee also has oversight of the university’s policy framework on severance payments for senior staff. The Committee’s minutes are presented to the full Board meetings.

The Chair of the Remuneration Committee, in line with best practice, is the Deputy Chair of the Board. The Committee met on four occasions during the last academic year.

In addition the Board also works closely with the University’s Academic Board. The Academic Board meets at least four times a year and has thirty members comprising the Vice-Chancellor and Chief Executive as Chair, the Pro Vice Chancellors, the Registrar and Chief Operating Officer, academic and professional services staff and students. (The Vice Chair is the Pro Vice Chancellor, Health). The Academic Board is established as the principal academic body of the university, overseeing the overall planning, co-ordination, development and supervision of the academic work of the university and providing assurance to the Vice-Chancellor and Chief Executive and the Board of Governors for the quality and standards of its awards. The Academic Board, in the last academic year, met four times. The Academic Board recently underwent an external governance effectiveness review which concluded that there were effective arrangements in place for academic governance.

The Board of Governors is committed to continuous monitoring of its performance and has reviewed its terms of reference, programme of business, and the effectiveness of all its committees. In support of such commitment, independent Governance Effectiveness reviews regularly take place – the last one having been undertaken in 2020.

New Governors are required to participate in an induction programme. Each year all Governors are given the opportunity to attend training and development activities, which are provided internally and externally commissioned services. Regular bulletins are received regarding the activities across the university and the Higher Education sector along with regular governance briefings on relevant topics.

Upon commencing appointment, Governors are required to declare any pecuniary, family or other personal interest, direct or indirect, and this is noted in the publicly available Register of Members’ Interests. Governors are advised and expected to update their declaration as and when their circumstances change. The university also conducts an annual update in accordance with recommendations from the CUC. There is an item on each and every agenda where governors are also given the opportunity to declare any conflict of interest.

PUBLIC BENEFIT STATEMENT

The strategic overview on pages (pages 10 – 27) describes how the university has carried out its charitable purposes for the public benefit through its educational research and engagement activities. It also refers to the university’s Access and Participation plan approved by the Office for Students which shows progress to date and future plans for improving equality of opportunity for underrepresented groups to access, succeed in and progress from higher education.

STATEMENT OF INTERNAL CONTROL

The Board of Governors is responsible for ensuring that the university has a sound system of internal control and for reviewing the effectiveness of the university’s system of internal control on an annual basis, whilst safeguarding the public and other funds and assets for which it is responsible. This is in accordance with OfS requirements and consistent with the Higher Education Code of Governance by the Committee of University Chairs (CUC), published in September 2020.

Detailed review and monitoring of the system of internal control is carried out on behalf of the Board of Governors by the Audit and Risk Committee, from which it receives periodic reports concerning internal control, and regular reports from members of the Executive Leadership Team on the steps taken to manage risk within their areas of responsibility.

Such a system is designed to manage rather than eliminate the risk of failure to achieve business objectives and can only provide reasonable and not absolute assurance against material misstatement or loss. It is based on a framework of regular management information, administrative procedures, and a system of managed delegation and accountability. Key elements of the Universities system of internal control include:

I The university has a Scheme of Delegation which records the reserved powers of the Board of Governors and the delegation of the Board’s powers to its sub-committees, to the Vice Chancellor and beyond.

I There is a medium and short-term planning process supplemented by detailed annual income, expenditure, capital and cash flow budgets. The Executive Leadership Team, the Finance Committee, the Audit and Risk Committee and the Board of Governors, receive regular financial reports and updates including budgets, monitoring, half year and outturn forecasts in addition to the end of year financial statements.

I The university has Financial Regulations, together with supporting financial policies and procedures, a robust AntiMoney Laundering Policy and Bribery Act Compliance and Criminal Finances Act Statements.

I The university has an agreed Risk Management Policy and a Risk Appetite Statement. Responsibility for identifying and evaluating the major risks faced by the university and for ensuring that appropriate mitigating measures are in place, sits with the Executive Leadership Team, which has considered the institutional register three times in the year ended 31st July 2022. The institutional risk register is reviewed by the Audit and Risk Committee throughout the year and the Finance Committee reviews the high-level financial risks annually. The Board of Governors’ agenda includes a standard item for consideration of relevant or emerging risks and the Board

and ELT remain committed to the review and refinement of risk management procedures.

I The university uses externally appointed Internal Auditors to inform the Board of Governor’s review of the effectiveness of the system of internal control. The internal auditors operate to defined professional standards. The internal audit plan is approved by the Audit and Risk Committee and takes into consideration emerging sector issues and required assurances, with clear linkage to the university’s risk register. The Audit and Risk Committee receives regular reports from the independent internal auditors, on specific areas of internal control together with agreed management actions for improvement. A tracking record is presented to the Audit Committee at each of its meetings to monitor the implementation of audit recommendations. Assessment grading for audits in 2020/21 were in the main, either substantial or reasonable and all recommendations made by the Internal Auditors during the year were accepted by management. The internal auditors advised that they were satisfied that the University was implementing the appropriate policies and meeting the management actions and recommendations from the internal audit fieldwork.

I The review of the effectiveness of the system of internal control is also informed by the work of the Executive Leadership Team, who have responsibility for the development and maintenance of the internal control framework and by comments made by the external auditors in their management letter and other reports

Based on a review of the processes established to ensure effectiveness of internal controls and the range of indicators demonstrating effectiveness, there is an ongoing process for identifying, evaluating and managing the university’s significant risks that has been in place for the year ended 31 July 2022 and up to the date of approval of the financial statements.

MODERN SLAVERY AND HUMAN TRAFFICKING STATEMENT 2021/22

INTRODUCTION

This statement has been published in accordance with section 54(1) of the Modern Slavery Act 2015. It sets out the steps taken by Liverpool John Moores University during the financial year ending 31 July 2022 to prevent Modern Slavery and Human Trafficking in its business and supply chains.

Liverpool John Moores University published its first Modern Slavery transparency statement in January 2017. Since then, we have taken positive steps towards increasing our understanding of the risks we face. We know that slavery, servitude, forced labour and human trafficking is a global issue, existing in every region in the world and in every type of economy.

As a university with a global approach and footprint, we are committed to improving our practices to play our part in eradicating slavery and human trafficking and significantly minimising the risk of slavery and human trafficking taking place in our supply chains or in any parts of our business.

OUR ORGANISATION, STRUCTURE AND SUPPLY CHAIN

Liverpool John Moores University is a UK Higher Education Institution, integral to the life of the city of Liverpool, with a global approach and a footprint forging international partnerships to facilitate world-leading research and collaboration to tackle some of the huge global issues facing the modern world.

The university has two campus areas, Mount Pleasant and the City campus comprising thirty-one buildings. We are structured around five academic faculties supported by a Professional Services infrastructure.

As of 31st July 2022, the university had three subsidiary companies, all based in the UK:

JMU Services Limited

LJMU Recruitment Agency Limited

The Liverpool Business School Limited

The university has a 50% interest in the company Sensor City Liverpool Limited, which is treated as a joint venture, a 25% interest in Sciontec Developments Limited, which is treated as an associate, and which owns 100% of Liverpool Science Park Limited.

In respect of Modern Slavery, we have two main risk areas;

I People: our large population of staff and students. We accord the welfare of staff, students, and visitors the highest priority. The vast majority of LJMU students are from the UK but we have a growing international population from a large number of countries, particularly India.

I Supply chains: we have a large and complex supply chain to support our academic activities and campus operations. We purchase a diverse range of goods and services and have more than 7,000 active suppliers listed on our Finance System. Regardless of what we buy we are committed to acquiring it in a responsible manner. Our approach is to “change the world one tender at a time, using each exercise as an opportunity to address inequalities” (Dr Olga Martin Ortega – Greenwich University)

OUR POLICIES AND PROCESSES RELATING TO SLAVERY AND HUMAN TRAFFICKING

Our approach around the issue of modern slavery is consistent with our civic origins and our values. Our internal policies and processes support this.

I We have had an Anti-Slavery and Human Trafficking Policy in place since 2017.

I We have an Ethics Policy Framework, designed to organise the university’s ethics related policies into categories and groups to assist staff in giving due consideration to ethical issues arising from the university’s activities. This is an overarching framework providing guidance to support the university’s vision, mission, and values. The Ethical Investment Policy, Procurement Strategy, and Financial Due Diligence Process are all set within that Framework.

I We have a Safeguarding Policy which is intended to support the safeguarding of any child, young person or vulnerable person who is part of, or comes into contact with, the university community.

I We operate a Whistleblowing Policy for our employees, students and others working in our supply chains, to encourage the reporting of any wrongdoing, which extends

I We regularly review our procurement documentation and processes to ensure they reflect best practice. We have this year incorporated Social Value Criteria into our tendering exercises. All LJMU tender documents encompass Modern Slavery Statements which suppliers are required to sign up to.

I We have established a Climate Change Panel, which has produced a Climate Change Action Plan which addresses inequalities in the Supply Chain.

OUR APPROACH TO UNDERSTANDING AND MANAGING RISK OF MODERN SLAVERY

As outlined above the two main risk areas for the university in terms of slavery and trafficking relate to people and supply chains.

In terms of people, we continue to integrate the consideration of modern slavery risks into our wider risk management framework.

I We have formalised our internal governance of this risk at the highest level: Pro-Vice-Chancellors of each academic area and the Executive Leadership Team (ELT) lead of each of the business services divisions is responsible for ensuring that their respective areas comply with due diligence requirements set and overseen by the finance team in relation to the approval and use of suppliers and the approval of collaborative partners. Pro-ViceChancellors and ELT leads are required to certify compliance in their respective areas on an annual basis.

I At the point of recruitment, we ensure that appropriate checks on prospective employees are completed in accordance with the law. We have a comprehensive Recruitment Policy and mandatory training programme for those involved in recruitment to ensure compliance.

I The university has a subsidiary company LJMU Recruitment Agency Limited (LJMURA), a franchise of Unitemps, through which it offers temporary work to LJMU students and alumni. Providing work experience opportunities and supporting students’ financial sustainability whilst studying. LJMU utilises LJMURA for temporary staffing requirements.

In terms of the supplier risks.

I We continue to work on understanding our supply chain. We procure goods and services from suppliers across the world and although we consider our day-to-day activities are low risk, we recognise that the global nature of our supply chains may increase the risk of Modern Slavery occurring, particularly in high-risk industries and high-risk countries. As part of our initiative to identify and mitigate risk in respect of our supply chain, we are continuing to implement and improve systems to identify and assess potential risk areas in our supply chains. As stated, we have in excess 7,000 suppliers listed on our Finance

System. The majority of spend is with 500 suppliers, with whom we either contract directly or through a public procurement framework agreement. In both cases suppliers are subject to a full selection process (UK Government Cabinet Office – SQ used), which evaluates their capacity and capability to supply, and includes assessments of, amongst other things, their supply chain practices and adherence to modern slavery legislation.

As stated above, LJMU make use of a number of external framework contracts; high level contract management is undertaken by each letting authority. This includes monitoring company capability and capacity, as well as general reviews of their wider business practices to provide necessary assurance to contract users. We work closely with The Northwest Universities Consortium (NWUPC) and The University Catering Organisation (TUCO).

I To manage risks through their contract management processes both these consortia have incorporated physical supplier visits for UK based companies within their contract management practices. These include a visual inspection of the premises including looking for any signs of slavery, This provides assurance that working practices meet our expectations.

I During 2021/22 we have continued to subscribe to the supplier sustainability toolkit NETpositive. The toolkit enables suppliers to sign up and develop their own sustainability action plan. The tool addresses Modern Slavery risks, encouraging suppliers to develop a code of conduct and publish a Modern Slavery Transparency Statement. The most recent benefit from this tool, is to monitor climate change action amongst our supply chain. Each supplier is encouraged to share with us details of the impacts arising from their business activities, including slavery and their supply chains. This provides an opportunity for them to tell us how they are addressing these issues.

I Since September 2019, the university has been an affiliate member of Electronics Watch through NWUPC. Electronics Watch is an independent body which assists public sector organisations to ensure the rights of workers in the electronics industry are protected.

I We are committed to ensuring that people are paid appropriately for the work that they carry out. In March 2016, we became the first University in Liverpool, and the largest employer in Liverpool, to be accredited as a Living Wage employer.

STAFF TRAINING AND PROMOTING AWARENESS OF SLAVERY AND HUMAN TRAFFICKING

We remain committed to raising awareness of modern slavery amongst staff.

I To ensure a high level of understanding of the risks of

Modern Slavery and Human Trafficking in our supply chains the university requires all staff to undergo an e-learning module on Modern Slavery renewable every three years. The training aims to raise awareness of Modern Slavery and outlines the university’s obligations in addition to advising staff of the correct channels through which concerns can be raised. The number of new staff who completed this training in 2021/22 is 407.

I The university has a second, more comprehensive, e-learning module which includes detailed case studies to inform staff of the different forms Modern Slavery can take. This has been targeted at Finance, Legal and Governance, International Relations and Research and Innovation Services staff.

I At the point of recruitment, we ensure that appropriate checks on prospective employees are completed in accordance with the law. We have a comprehensive Recruitment Policy and mandatory training programme for those involved in recruitment to ensure compliance.

I In 2021/22 we commenced the delivery of Finance Clinics, which were held throughout the year with LJMU Faculties. Within these clinics, we re-iterate LJMU Financial Regulations including regulations around the purchase of goods and services. We reinforce the importance of supplier selection and consideration of wider factors (beyond price) when engaging with a company

I Our Procurement Team are professionally qualified (MCIPs) or working towards attaining these qualifications.

STEPS TAKEN IN PREVENTING MODERN SLAVERY AND HUMAN TRAFFICKING DURING 2021/22

We have continued to build on the work started in previous years to eliminate the risk of Modern Slavery and Human Trafficking from our business and supply chain. We appreciate that this risk is not static and that this will be a long and continuing journey, as we raise awareness both within the university and with our partners and stakeholders. The progress we have made is summarised below:

I The continuation of the use of e-Learning modules to deliver mandatory training to staff on the Modern Slavery and Human Trafficking.

I We continued to embed Modern Slavery controls and requirements in our standard contracting and partnership processes.

I The initiation of delivery of Finance Clinics across the university as described above.

I The review of our procurement “How To” guides for LJMU staff to ensure they have access to appropriate topic specific guidance on procurement.

I The implementation of a Helpdesk to allow us to provide a more efficient and effective procurement support.

I We reviewed our Anti-Slavery and Human Trafficking Policy and other related policies, Including our Ethical Investment Policy.

I We initiated the development of Business Intelligence reports to facilitate the reporting on and management of our supplier base.

UNDERSTANDING OUR SUPPLIER BASE

During 2021/22 we purchased or accrued approximately £92m of goods, services and works through various supply chain arrangements. We have engaged with 2,900 suppliers from 65 countries and territories.

OUR PLANS FOR THE FUTURE

We commit to continue to better understand our supply We commit to continue to better understand our supply chains in their entirety and work towards greater transparency and responsibility towards people working within them.

We will continue to implement and develop the following action plan to address the risks Modern Slavery and Human Trafficking represent in our business and supply chains:

I We will continue to carry out supplier and partner risk assessments and embed our MSA due diligence into the supplier and partner set up process.

I We will review and monitor supplier action plans through regular contract management and support initiatives to reduce the risk of Modern Slavery and Human Trafficking occurring.

I We will continue to embed our Anti-Slavery and Human Trafficking Policy.

I We will continue to provide training for all key staff on MSA compliance

I We will continue to review and update all relevant policies and controls to embed MSA awareness.

I The LJMU Supplier code of conduct is currently included in all our Tender documentation. All suppliers must subscribe to this. The Code of Conduct will be placed on the LJMU external website and referenced in the new supplier form.

I Finance Clinics will continue and content further developed. We will continue the development of Business Intelligence reports to facilitate the reporting on and management of our supplier base.

STATEMENT OF THE BOARD OF

GOVERNORS RESPONSIBILITIES

IN RESPECT OF THE FINANCIAL STATEMENTS

The Board of Governors is responsible for preparing the financial statements in accordance with the requirements of the Office for Students’ Terms and Conditions of Funding for Higher Education Institutions and Research England’s Terms and Conditions of Research England Grant and applicable law and regulations.

It is required to prepare the group and parent University financial statements in accordance with UK accounting standards and applicable law (UK Generally Accepted Accounting Practice), including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. The Terms and Conditions of Funding further require the financial statements to be prepared in accordance with the requirements of the Accounts Direction dated 25 October 2019 issued by the Office for Students (‘the Accounts Direction’) and the 2019 Statement of Recommended Practice – Accounting for Further and Higher Education.

The Board of Governors is required to prepare financial statements which give a true and fair view of the state of affairs of the group and of the parent University and of their income and expenditure, gains and losses and changes in reserves, and of the Group’s cash flows for that period. In preparing each of the group and parent University financial statements, the Board of Governors is required to:

I Select suitable accounting policies and then apply them consistently.

I Make judgements and estimates that are reasonable and prudent.

I State whether applicable UK accounting standards and the 2019 Statement of Recommended Practice– Accounting for Further and Higher Education have been followed, subject to any material departures disclosed and explained in the financial statements;.

I Assess the group and parent university’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and

I Use the going concern basis of accounting unless it either intends to liquidate the group or the parent University or to cease operations, or have no realistic alternative but to do so.

The Board of Governors is responsible for keeping adequate accounting records that are sufficient to show and explain the parent University’s transactions and disclose with reasonable accuracy at any time the financial position of the parent University. It is responsible for such internal control as it determines is necessary to enable the preparation of financial

statements that are free from material misstatement, whether due to fraud or error, and has general responsibility for taking such steps as are reasonably open to it to safeguard the assets of the group and to prevent and detect fraud and other irregularities.

The Board of Governors is also responsible for ensuring that:

I Funds from whatever source administered by the Group or the university for specific purposes have been properly applied to those purposes and managed in accordance with relevant legislation.

I Income has been applied in accordance with the University’s Statutes funds provided by the Office for Students, UK Research and Innovation (including Research England) and the Education and Skills Funding Agency and the Department for Education have been applied in accordance with the terms and conditions attached to them.

I Ensuring that there are appropriate financial and management controls in place to safeguard public funds and funds from other sources.

I Securing the economical, efficient and effective management of the university’s resources and expenditure.

The Board of Governors is responsible for the maintenance and integrity of the corporate and financial information included on the University’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Mike Parker, CBE Pro-Chancellor and Chair of the Board

Liverpool John Moores University ANNUAL

John Moores

ANNUAL REPORT Liverpool John Moores University

Liverpool John Moores University