This committee oversees university processes for academic standards. They look at all of the university processes in place, such as how the university forms practical decisions regarding courses, and ensures that they are robust, consistent, transparent and reviews any proposed changes to processes.

Senate is one of the highest decision-making bodies at the University and is responsible for promoting research, promoting and regulating learning and teaching, and for maintaining the quality of standards of the University’s academic provision. The Guild’s officers, along with three elected Student Reps, work throughout each academic year to ensure that student voice is at the heart of the decisions made by Senate about/for the University.

From peer mentoring, lecture capture, vital and the library, the committee has an oversight of all academic aspects of the Student Experience in the University and to promote its ongoing enhancement. This committee initiated discussions about the BAME attainment gap, which led to the Task and Finish Groups focusing on the attainment gap through the University’s Access & Participation Plan, for example. This Committee is the next one down from Senate. Bertie, an ex-President, was able to secure a ratio of a minimum 75% face to face teaching/ contact versus virtual teaching at the beginning of the 21-22 academic year. The paper that was submitted to the Education Committee was informed by the Guild’s Hybrid Teaching Survey – one the biggest surveys the Guild has ever completed with around 15% of all students submitting their views.

This is the trustee board of the University and its most senior decision-making body. Everything goes through Council and its sub-committees (planning and resources, governance and appointments, honorary degrees). Council is where you can influence key decision makers. Two subcommittees include: Joint Committee on Honorary Degrees This is a council sub-committee where members decide who is going to receive honorary degrees at the annual winter and summer ceremonies. Nominations Committee To seek and consider nominations for, and to make recommendations to the Council, for the appointment of; potential lay members to Council, and other Council-appointed members (drawn from Senate, Professional Services, and members of particular University committees and bodies).

This committee forms the strategic relationship between the University and the Guild. It monitors and signs off the Guild’s reports and accounts. This committee acts as a forum to discuss university and Guild joint campaigns and activities.

Facilities, Residential & Commercial Services (FRCS) is responsible for planning the capital development of the University estate and managing the maintenance of the University’s built environment. The Liverpool Guild of Students (LGoS) occupies premises on the estate and is a key stakeholder. FRCS considers future development needs in relation to LGoS activity and to manage on-going maintenance issues.

This is a council sub-committee where members decide who is going to receive honorary degrees at the annual winter and summer ceremonies.

To seek and consider nominations for, and to make recommendations to the Council, for the appointment of; potential lay members to Council, and other Council-appointed members (drawn from Senate, Professional Services, and members of particular University committees and bodies).

The role of the Gift Oversight Group is to consider due diligence is undertaken on potential donors, donations and fundraising advocates as per the University’s Gift Acceptance Policy.

This meeting gives an insight into the campus plan, building works and changes on campus, which have been revised since the pandemic. Campus accessibility is discussed and actioned here.

The University consult with the Guild on rent setting for future academic years at this meeting. This did not previously take place until a former Student Officer’s ‘Cut the Rent’ campaign which won students a ‘memorandum of understanding,’

This committee reviews the University’s Quality Assurance processes and develops an overall strategy to review and enhance provision in regards to university priorities and advances in the sector.

The Safe and Welcoming Campus Environments Project addresses sexual violence on campus and other issues students may face that make them unsafe. Bystander Intervention training was developed and supported through this group. In this group, officers have worked on the OFS expectations for universities tackling sexual misconduct, how that translates into improving the university disciplinary policies, our sexual violence campaign work, consent workshops, and any additional issues such as expanding the board of discipline. The Guild has been consulting with the University on their misconduct policy, specifically the non-academic element of it. The result is the introduction of effective and varied consequences for the panel to choose from to differentiate from academic misconduct cases and provide adequate support to involved students.

Working in the reams of the student mental health project, the group will work with services across to Liverpool to ensure there is a collaborative and joined up approach when supporting student mental health.

This is a cross-organizational group that includes all the Universities and city partners to discuss city-wide safety campaigns.Chloe, an ex-Deputy-President, worked with this group to reform the University’s Report and Support system. This resulted in the introduction of an annual review of the University’s sexual assault reporting system to ensure it is agile in responding to new forms and conditions of incidents. In response to the spiking endemic at the start of the 21/22 academic year, ex-Vice-President Jamilia sought action at this committee to protect students. She produced the “Zero Tolerance” proposal which sought to update the Liverpool City Region Council’s Licensing Policy to tighten up health and safety training, incident reporting systems and expand considerations to make venues responsible for protecting customers from a wider range of issues such as racism and other forms of hate crime, as well as gender based and sexual violence. The proposal was adopted by Student Safety as part of their package of work and has been taken to a senior city safety committee, CitySafe JAG. Work is ongoing.

There are three strands to the Student Success Board: The Academic Success strand addresses the University’s institutional aim to ensure that ‘all students have the opportunity and support to achieve their full academic potential’. The Future Success strand addresses the University’s institutional aim to ensure that ‘all students have space and opportunity to build their intellectual, social and cultural capital for the future’. The Personal Success strand addresses the University’s institutional aim to ensure that ‘all students experience a welcoming and supportive environment which prioritises well-being and belonging’.