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Contents Useful Contact Details ..................................................................................................................... 3 Useful Links and Contacts ............................................................................................................... 4 Module Aims .................................................................................................................................... 5 Teaching and Methods of Delivery................................................................................................... 6 Outline of Syllabus ........................................................................................................................... 7 Assessment Overview ..................................................................................................................... 8 Assessment 1 Details: Individual Report (40%) ............................................................................... 9 Assessment 2 Details: Venture Creation Group Presentation (60%) ............................................. 13 Submission of Assignments + Personal Extenuating Circumstances ............................................ 19 Return of Marks ............................................................................................................................. 20 Student Voice Committee .............................................................................................................. 21
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Useful Contact Details Amelia Reeves
Jenny Brady
Module Leader
Module Support
Enterprise Adviser
Enterprise Adviser (Education)
amelia.reeves@ncl.ac.uk
jenny.brady@ncl.ac.uk
Laura Brown Module Support Enterprise Adviser (Education) laura.brown9@newcastle.ac.uk
General Queries Standard office hours apply for staff between 09.00 and 17.00 Monday to Friday and you should not expect a response outside of these hours. Emails will be responded to within 3 working days unless the module leader is unavailable. In this event check their email Out of Office message, which will notify you of the best course of communication for your query. Module Leader Office Hours The module leader will have standard office hours where they are available to discuss module content in detail. These hours are advertised on Canvas. You can book a time slot to discuss any module specific issues with the module leader via email.
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Useful Links and Contacts START UP is the team within the Careers Service who support students who are interested in starting a business, going freelance or building a portfolio career. They can be found on these platforms:
@nclstartup
@NCLStartup
@NCLStartup
http://www.ncl.ac.uk/careers/startup/
You can also refer to the Careers Service for a vast array of support including CV advice, finding a graduate career, finding work experience and postgraduate study.
@nclcareers
@nclcareers
http://www.ncl.ac.uk/careers
@nclcareers
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Module Aims This module allows students from any subject area to develop entrepreneurial and enterprising solutions to challenges set within the module. In a fast changing and highly competitive world all organisations need creative, enterprising and entrepreneurial people and so this module aims to enhance student employability by enabling them to develop these key attributes. Students taking this module should also see the link between the skills they develop for their employability and those for business start-up and self-employment. • • • • • • •
To develop students’ enterprising behaviours, attributes and competencies which enhance employability through working in teams on complex, real life problems and challenges. To provide inspiration and build confidence so students can tackle real life problems and create entrepreneurial solutions To show that being enterprising and entrepreneurial is about making a difference, and making things happen in a variety of contexts. To create opportunities for experiential learning and assessing risk which aim to build confidence in handling the uncertain and rapidly changing employment landscape. To offer opportunities to apply knowledge of theory and practice of key business functions to new venture creation ideas. To enable students to evaluate the viability of solutions to problems and potential new ventures/products/services. To allow students to develop an awareness of personal strengths and capabilities, and how complementary strengths are essential to team and organisational success.
Intended Knowledge Outcomes • • • •
To be able to identify a range of opportunities for venture creation by building knowledge in various ideation methodologies including evaluating current and future market trends To generate knowledge of appropriate theory and practice of: venture creation, innovation, market research, marketing, intellectual property and financial sustainability. To be able to apply the above knowledge to critically evaluate the potential of a new venture. To be able to understand the elements which are required to create an effective entrepreneurial team.
Intended Skill Outcomes • • • •
To be able to identify opportunities which may lead to venture creation. To develop the ability to work successfully in a team. To develop interpersonal communication skills and presentation skills. To be able to successfully identify and reflect on skills and knowledge which have been gained throughout the module and understand how these skills contribute to your personal development.
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Teaching and Methods of Delivery This module uses a varied range of teaching methods to provide highly participative opportunities for experiential learning, in order to meet the Learning and Skills Outcomes outlined above. The teaching methods include:
Non Synchronous Pre-recorded Core Lecture content
•There will be core content for you to access on Canvas. These recordings will introduce the core concepts of the module and guide you through key learning points. •It is important that you have completed these sessions before attending the synchronous group sessions that link to this material.
Core Content Linked Activities
•Each core content pre-recorded session will be linked to an activity. This is essential to complete in order to make progress on the module and to perform well in the assessments.
Synchronous Group Sessions
•Approximately once a week you will meet the rest of your team in a synchronous session to discuss the activities you have completed, build on each other's ideas and conduct team work to make progress.
Synchronous Whole Cohort Sessions
•There are some full cohort synchronous sessions as part of the module where you need to engage with the content at a specific allocated time.
Drop-in Sessions
•There are some assessment skills pre-recorded sessions which can be completed at a time of your choice. These sessions link with timetabled drop-ins where you can discuss assessment skills with the module leader.
Essential Reading
•There is a reading list for this module which can be found on Canvas. Key reading is highlighted to you at the end of each Core Content session.
Self-directed / team learning
•Self-directed learning as individuals and in teams is essential. You will conduct additional research and work together in your own time to achieve project and personal goals.
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Outline of Syllabus Semester 1 – Idea Development This semester is spent exploring numerous ways to identify real problems, spot opportunities and generate ideas. You will work in a team to generate many ideas before conducting market research to determine which of your ideas has potential and a clear target market. You will then decide as a group which of your ideas should be developed in Semester 2. Topics covered in Semester 1 include: • • • • • • • •
Spotting opportunities Generating business ideas Ideation for social enterprise ideas Effectuation Incremental and radical innovation Primary and secondary market research Knowing when to pivot Pitching
Semester 2 – Business Development This semester is spent developing your idea into a sustainable business model with a consideration of feasibility, viability and desirability. You will explore each of the individual elements that need to be considered to take an idea into a fully functioning business. Topics covered in Semester 2 include: • • • • • •
Building a business model Financial sustainability Intellectual property and legal considerations Team dynamics / talent planning Marketing and social media Sales strategies
Participation and Attendance This is a 20-credit module and you are expected to carry out both independent research and study. Including the core content you should spend a total of 200 hours on this module across the academic year. You will be expected to actively engage in discussions and activities. Attendance at synchronous sessions is mandatory and is monitored; non-attendance is recorded and reported - you must notify the Module Leader and your team as a basic expectation if you are unable to attend due to unavoidable/special circumstances. Non-attendance and engagement with your team may trigger the need for contact and discussion with your academic School and Personal Tutor to monitor and safeguard the situation for prevention of a negative impact on your degree outcome.
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Assessment Overview Formative Assessment: Description Semester Reflective 1 Excerpt
Group Presentation Element
Due Date 30th November - 4pm
Comment This enables you to submit a short (max 400 words) reflective account of your personal development against one Entrecomp competency. This formative assessment is an opportunity designed to give you feedback on your reflective skills ahead of the Semester 1 assessment which involves a larger reflective element.
28th April 4pm
This allows you to submit a maximum 3 minute pre-recorded presentation covering one of the elements of your business model for feedback ahead of the final assessment.
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Summative Assessment: Description
Semester
Due Date
Value
Comment
Individual Report
1
13th January 4pm
40%
A 2000 word essay which focuses on analysing your ideation process, justifying your selected idea and critically reflecting on your personal development.
Venture Creation Group Presentation
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24th /25th /26th May - slots to be arranged
60%
A 20-minute team presentation outlining your full business model with 10 minutes of Q&A with assessors. This is a group assessment and final individual grades will include peer assessment considerations.
Peer Assessment Your final group presentation will take into account peer assessment to ensure that all team members are accountable for their contribution to this project and as such the individual assessment grades will reflect effort and personal contributions. It is recommended that you keep a record of group work during group projects to have evidence should there be any discrepancies during the peer assessment process. Please see Canvas for further guidance on how peer assessment works for this module.
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Assessment 1 Details: Individual Report (40%) Part 1 Critically analyse your ideation process and justify why you have chosen to progress your selected solution. Part 2 Critically reflect on your personal development across Semester 1 using Entrecomp to guide your reflection. The first part of this report requires you to look back at Semester One and analyse the ideation techniques you used to generate numerous solutions. You should discuss several of the ideation tools you used and evaluate which method/s were the most successful. You then need to justify why you have decided to progress your team’s selected solution. To do so you will outline why you perceive your group’s chosen idea to have potential by evidencing your market research. The second part of this report requires you to critically reflect on your personal development across Semester One. You should first analyse why developing your entrepreneurial abilities is important and reflect on how entrepreneurial you believe you were at the beginning of the module. You should then select one competency from the options below, taken from Entrecomp, and reflect on your progress against this competency. You should refer to some of the 8 progression levels under this competency found in the Entrecomp Framework. The suggested competencies from which to select your key focus are: •
Spotting Opportunities
•
Creativity
•
Motivation and Perseverance
•
Self-awareness and Self-efficacy
•
Working with Others
•
Taking the Initiative.
Finally, you must identify one competency from the whole framework which you believe is the most important for you to develop across Semester 2 and explain your reasons for this choice. The wordcount for this essay is 2000 words (+/- 10%). You can choose how to spread your words across the requirements, but please pay attention to the percentage weighting for each requirement. This can be seen in the left hand column of the assessment criteria below.
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NCL2100: Semester 1 Assessment Criteria
Fail 0-39
Third 40-49
2:2 50-59
Analysis of ideation process
You will simply outline the ideation methods followed, the evaluation of the success of these techniques will be none existent.
You will offer a very basic analysis of several ideation techniques outlining how they were used and what results were garnered from each method. This may be lacking in detail.
You will offer a basic analysis of several ideation techniques outlining how they were used and what results were garnered from each method.
(25%)
There will be a vague evaluation of the success of some of the ideation methods mentioned.
Justification of idea selected (25%)
Your idea explanation will be vague and/or confusing. There will be highly limited evidence of market research conducted and as such the justification of the potential behind your idea will be missing.
You will offer limited evaluation on the varying success of these techniques.
2:1 60-69
You will analyse several ideation techniques, outlining how they were used and explaining how beneficial they were in helping you to generate numerous ideas. You will explicitly evaluate the varying success of these techniques.
70-79
You will analyse several ideation techniques in detail outlining how they were used, explaining how beneficial they were in helping you to generate numerous ideas and identifying how you felt when using each method.
80+
In addition, you will demonstrate true originality of thought and outstanding ideation outcomes.
You will explicitly evaluate the varying success of these techniques, comparing and contrasting them to one another.
You will succinctly explain the idea which your team is taking forwards to develop in Semester 2.
You will succinctly explain the idea which your team is taking forwards to develop in Semester 2.
You will succinctly explain the idea which your team is taking forwards to develop in Semester 2.
You will succinctly explain the idea which your team is taking forwards to develop in Semester 2.
There will be evidence of some market research, but this will be of poor quality and as such the evidence will fail to justify why your solution has been chosen to be developed.
There will be evidence of both secondary and primary market research, but this will be lacking in detail in some respects and as such fail to completely justify
You will outline detailed market research which demonstrates the potential of your idea. This will include secondary research outlining the size of the sector and your potential target
You will outline comprehensive market research which demonstrates the potential of your idea. This will include detailed secondary research outlining the size of the sector and your
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1st
In addition, you will include analysis from multi-level primary research (more than one round of research) which builds on your initial findings.
There will be secondary or primary research.
Critical reflection of personal development (40%)
Your outline of why entrepreneurial competencies are important will be vague and lacking in detail. You will not use Entrecomp to structure your reflection and will simply outline areas of personal progress.
why your solution has been chosen to be developed. The primary market research may be limited or conducted with an inappropriate audience who do not match your target audience.
You will attempt to outline why developing entrepreneurial competencies is important, but this will lack sources or evidence.
You will outline why developing entrepreneurial competencies is important in your opinion with limited reference to sources.
You will reflect on your entrepreneurial skills starting point when joining the module but your supporting example will be lacking in detail or confusing.
You will succinctly reflect on your entrepreneurial skills starting point when joining the module and offer an example which somewhat justifies why your evaluation is correct.
You will select a competency from Entrecomp and reflect on where you started and what has happened since but you may not make explicit reference to the 8 progression levels which are underneath that competency.
You will select a competency from Entrecomp and reflect on where you started, what has happened to make progress and where you currently stand against the 8 progression levels
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market and a competitor analysis. This will also include primary research such as results from surveys, interviews or focus groups with an audience which is relevant to your target market. You will outline why developing entrepreneurial competencies is important using a range of sources. You will succinctly reflect on your entrepreneurial skills starting point when joining the module and offer an example which mostly justifies why your evaluation is correct. You will select a competency from Entrecomp and reflect in detail about where you started, what has happened to make progress and where you currently stand against the 8 progression levels which are underneath that competency. Your
potential target market and a comprehensive competitor analysis. This will also include primary research such as analysis from surveys, interviews or focus groups conducted with your desired target market. You will successfully outline why developing entrepreneurial competencies is important using a range of sources, some of which go beyond the course material. You will succinctly reflect on your entrepreneurial skills starting point when joining the module and offer a good example which justifies why your evaluation is correct. You will select a competency from Entrecomp and reflect in detail about where you started, what has happened to make progress and where you currently stand
In addition, you will use a wide range of sources which go far beyond the course material and your reflective examples will show excellent self-awareness.
You will pinpoint a different competency to develop over Semester 2 but not outline why this has been chosen.
Structure and Fluency (10%)
The essay will be incoherently structured and written in such poor English that it is hard to understand. It will include no references, or have many references missing. There will be many major grammatical, spelling, or proofreading errors.
which are underneath that competency. Your reflection will demonstrate some honest progress. You will pinpoint a different competency to develop over Semester 2 but the development need will be vague.
The essay will be poorly structured and will contain many written English errors.
The essay will be coherently structured and will contain few written English errors.
It will have many references missing.
It will include references but there may be some inconsistencies in the referencing system used.
There will be many minor grammatical, spelling, or proofreading errors.
There will be few minor grammatical, spelling, or proofreading errors.
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reflection will demonstrate some honest progress. You will pinpoint a different competency to develop over Semester 2 and outline the need for development.
against the 8 progression levels which are underneath that competency. Your reflection will demonstrate good progress and may also highlight what else you could do to move even higher up the model. You will pinpoint a different competency to develop over Semester 2 and outline the need for development with a reflective example.
The essay will be well structured and written in fluent English. It will include appropriate references with only a few minor errors. There will be few grammatical, spelling, or proofreading errors.
The essay will be very well structured and written in fluent English. It will include appropriate references, some of which are from material outside of the course. There will be no grammatical, spelling, or proofreading errors.
In addition, the essay will include many references which go beyond the material of the course.
Assessment 2 Details: Venture Creation Group Presentation (60%) This assessment requires you to deliver a group presentation outlining the solution you have been developing across Semester 2. You should provide details of your sustainable business model and cover any further market research that was conducted in Semester 2, marketing and social media, your sales strategy, financial sustainability, team dynamics/talent planning, as well as intellectual property and legal considerations,. Your presentation should last 20 minutes, and you should prepare to respond to Q&A from the assessors for a further 10 minutes. You must also provide a Group Appendix which provides supporting and additional information to that offered in the presentation. The appendix is an opportunity for you to offer further details which have been explored as a team, but which are not essential to cover in the presentation due to the time constraints. This means that you need to decide as a group what the most important information is to include in your verbal presentation, and then supplement your presentation with anything additional that you would like to demonstrate that you have considered. By the end of the assessment the feasibility, viability and desirability of your idea should be clear to the assessor. This assessment will also take into account peer assessment to ensure that all team members are accountable for their contribution to this project and the individual assessment grades will reflect effort and personal contributions. It is recommended that you keep a record of group work during group projects to ensure you have supporting evidence should there be any discrepancies during the peer assessment process. Please see Canvas for further guidance on how peer assessment works for this module. NCL2100: Semester 2 Assessment Criteria Further market research (10%)
Fail 0-39
There will be no evidence of further market research from Semester 1.
Third 40-49
There will be highly limited evidence of any further research from Semester 1.
2:2 50-59
2:1 60-69
There will be evidence of some further market research building on what you learnt from your target market from Semester 1. You will use this
There will be evidence of good further market research building on what you learnt from your target market from Semester 1.
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70-79
1st
You will outline further detailed market research that has been undertaken in Semester 2 in order to validate your idea and sense check the
80+
In addition, you will outline highly impressive further detailed market research which has been conducted with all relevant
Marketing and social media (10%)
There will be no evidence of an attempt to outline a marketing and social media strategy.
You will have a poor marketing and social media strategy which feels unclear or mismatched to your idea or target audience.
research to justify a few of the business model decisions you have made such as branding choices or marketing techniques.
You will use this research to justify many of the business model decisions you have made such as branding choices, marketing techniques, sales methods, and pricing.
You will have a marketing and social media strategy which is demonstrated through visual examples of your ideas although these will be minimal. There will be an attempt to include goals with this strategy, but they may feel confusing or misjudged.
You will have a clear marketing and social media strategy which is demonstrated through visual examples of your ideas and how they would work in practice. The strategy will include goals and success metrics.
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business model that you have built around your solution. This may include things such as: evidence gathered from conversations with suppliers and competitors, investigations into competitor business models above and beyond your original competitor analysis, further insights gained from new conversations with your target market to learn more about their problem, or the ways in which they would like to engage with your solution, marketing and branding primary research or testing a prototype with your target market. You will have a strong marketing and social media strategy which is demonstrated through good visual examples of your ideas and how they would work in practice. The strategy will include clear goals and relevant success metrics.
stakeholders for your solution e.g. customers, users, suppliers, competitors.
In addition, you will be able to outline a return on marketing investment timeline.
Sales strategy (10%)
Financial sustainability (10%)
Intellectual property and legal considerations
There will be no evidence of a sales strategy.
There will be no financial sustainability considerations.
There will be no evidence of a consideration of intellectual property.
There will be a poor sales strategy which will feel unclear or mismatched to your target market.
There will be a limited consideration of how you intend to be financially sustainable. There may be incomplete information or errors.
There will be an outline of which legal structure you intend to base your business on. This may be too
There will be a sales strategy which will outline your sales channels and the tactics you intend to employ to convert your target market into paying customers.
There will be a good sales strategy which will outline your sales channels and the tactics you intend to employ to convert your target market into paying customers.
There will be an attempt to include goals with this strategy, but they may feel confusing or misjudged.
The strategy will include goals and success metrics.
There will be some consideration of how you intend to be financially sustainable. This may include things such as a startup costs analysis, and/or a consideration of fixed and variable costs.
There will be a good outline of how you intend to be financially sustainable. This will include a start-up costs analysis, and a consideration of fixed and variable costs.
You will outline options for how to raise the initial funds for your idea and have a pricing strategy, but these may seem like unrealistic ideas which would fail to make your finances sustainable if put into action. There will be an outline of which legal structure you intend to base your business on. This may be
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You will outline options for how to raise the initial funds for your idea and have a pricing strategy which could make your idea financially sustainable.
There will be a good outline of which legal structure you intend to base your business on.
There will be a strong sales strategy which will outline your sales channels and the tactics you intend to employ to convert your target market into paying customers and encourage them to become repeat customers. The strategy will include clear goals and relevant success metrics. There will be a strong outline of how you intend to be financially sustainable. This will include a detailed start-up costs analysis, a consideration of fixed and variable costs and how you intend to balance these costs.
In addition, your sales strategies will be highly original and you will include an action timeline of how exactly you will ensure to meet your sales goals.
In addition, you will have a clear and realistic break-even timeline.
You will outline how you intend to raise the initial funds for your idea and have a well thought through pricing strategy which would make your idea financially sustainable. There will be a clear outline of which legal structure you intend to base your business on. The choice
In addition, you will outline how your IP will strengthen your competitive advantage.
(10%)
vague or an inappropriate form to select. There will be an intellectual property section which is severely lacking in detail or which includes errors.
Team dynamics / Talent planning (10%)
Presentation quality (20%)
There will be no evidence of a consideration of the existing team talent or what/who else would be needed to drive your idea forwards.
There will be a vague consideration of the existing talent within your team. There will be roles allocated which feel mismatched and there will still be prevalent skills gaps which have not been considered.
The communication skills will be extremely poor. The speakers will be hard to hear or understand and the information conveyed will be hard to follow.
The presentation will be appropriately designed but poorly delivered. Each team member will outline a section, but it will be clear that the presentation has not been rehearsed.
lacking in detail or not the most appropriate form against your idea. There will be an intellectual property (IP) section which either outlines which types of IP you would need to pursue but lacks detail, or attempts to justify why you would not need IP protection without successfully convincing the assessor that this is correct. There will be some consideration of the existing talent within your team and what role/s each person could take on to drive the idea forwards. This may seem unrealistic or there will still be prevalent skills gaps which have not been considered. The presentation will be appropriately designed and delivered. Each team member will outline a section, but it may appear that the presentation has not been rehearsed.
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There will be a clear intellectual property (IP) section which outlines which types of IP you would need to pursue.
There will be a wellconsidered team skills audit which will underpin your talent strategy. This will be honest and realistic with an outline of individual roles and what/who else is needed moving forwards. The presentation will be well designed and confidently delivered. Each team member will outline a section and it will be obvious that the presentation has been rehearsed. There will be good communication skills
selected will be the most appropriate form. There will be a strong intellectual property (IP) section which outlines which types of IP you would need to pursue and includes an action plan for how you would do so.
There will be a strong team skills audit which will underpin your talent strategy. This will be honest and realistic with clear roles for each existing team member and specific recruitment aims / considerations of how to fill skills gaps. The presentation will be professionally designed and confidently delivered. Each team member will outline a section and it will be obvious that the presentation has been well rehearsed.
In addition, your talent recruitment strategy will demonstrate true originality of thought.
In addition, the presentation will flow with ease and it will be obvious that this has been exceptionally well rehearsed. The presentation skills will be consistently excellent, and the
Group Appendix quality (20%
There will be highly inappropriate slide design – lacking key information, or completely overloaded with information. There will be no consistent theme to the presentation slides.
There will be poor communication skills throughout with a lack of appropriate pacing and volume and negative body language.
There will be no group appendix.
The group appendix will be difficult to engage with due to its unorganized layout.
The group appendix will be easy to engage with due to its simple layout.
It will provide highly limited further evidence of research, knowledge and understanding against each element of your business model, or some elements listed below may be completely missing: • marketing and social media • pitching and selling • financial sustainability
It will provide limited further evidence of research, knowledge and understanding against each element of your business model: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations • team dynamics /
The presentation slides may be overloaded with information, include errors, or lack a consistent theme/style throughout.
There will be a mix of communication skills with some appropriate pacing and volume and positive body language. The presentation slides may be overloaded with information, include errors, or lack a consistent theme/style throughout.
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overall with appropriate pacing and volume and positive body language. The presentation slides will not be overloaded with information or include obvious errors and there will be a consistent theme/style throughout.
The group appendix will be easy to engage with due to its simple layout and will be well designed. It will provide some further evidence of research, knowledge and understanding against each element of your business model: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations
There will be strong communication skills with varied tone and pitch, appropriate pacing and volume and positive body language including eye contact with the assessors.
content will be persuasive.
The presentation slides will not be overloaded with information or include errors and there will be a consistent theme/style throughout. The group appendix will be professionally designed and mirror the theme that was used in the presentation. It will provide good further evidence of research, knowledge and understanding against each element of your business model: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations
In addition, it will provide extensive evidence of research, knowledge and understanding against each element of your business model and will be appropriately referenced with references that go above and beyond the material of the course.
• •
•
intellectual property considerations team dynamics / talent planning any further market research.
•
talent planning any further market research.
It will be appropriately referenced but will contain many minor errors.
It will be lacking references and contain major errors.
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•
•
team dynamics / talent planning any further market research.
It will be appropriately referenced and will contain few errors.
•
•
team dynamics / talent planning any further market research.
It will be appropriately referenced and will not contain errors.
Submission of Assignments 1.5 line spaced on A4 on Microsoft Word (or other word processing software - in this case, it MUST be submitted as unlocked PDF)*
Submit onto the Assignment section of Canvas by 16.00pm on due date unless stated otherwise**
All work is subject to the TurnItIn compulsory plagiarism report.
* There are some file restrictions and file size restrictions, and you will be given guidance on what you can and cannot submit. You should always ask your module leader if you have any questions about a specific assignment. **Full submission instructions will be made available during the course.
Unless you have been granted an extension (See Personal Extenuating Circumstances), late work submitted within 7 calendar days of the assessment deadline will, for the assignment in question, be given a maximum mark of 40; work submitted after 7 calendar days of the deadline will be given a mark of 0.
Your work will be checked against a database of web pages, academic articles and books, and other students’ papers (from Newcastle and other universities) and any matches between your work and those other sources will be highlighted.
Matching text does not necessarily mean that you have plagiarised if you have correctly referenced text from other sources.
The University takes plagiarism and academic conduct very seriously, and you are expected to know how to reference other sources correctly. Please refer to University support for referencing correctly: http://libguides.ncl.ac.uk/referencing.
Word Count Guidelines As this is a cross faculty module we operate our own guidelines and do not take into account individual school guidelines. Included in the word count
Excluded from the word count
-
Executive summary (if there is one)
-
Title page
-
Tables
-
Contents page (if there is one)
-
Captions for images
-
Appendices
-
Titles for tables
-
Bibliography
Personal Extenuating Circumstances Sometimes things will happen that are beyond your control resulting in work being submitted late or not at all. Such situations are referred to as Personal Extenuating Circumstances (PEC) and it is very important that you tell your Personal Tutor and School about any problems you are having that are affecting your ability to complete your academic work. 19
Completing a PEC form will inform your School about the problems and allows you to request a number of different types of adjustments such as extensions to assignments, exemptions, deferrals or board of examiner discretion. NCL2100 staff are not able to grant you PEC assessment adjustments, these requests can only be made via your School Office, who will inform the Module Leader of the outcome. Further guidance is available at: www.ncl.ac.uk/students/progress/student-resources/help/ As well as speaking to your tutor we also highly recommend accessing other support available to you: http://www.ncl.ac.uk/students/wellbeing/
Return of Marks
Assignment mark and comments returned within 20 working days*
Moderated and approved by external examiner.
Finalised by Board of Examiners early June.
*in accordance with university standards. Students should note that the marks they receive for assignments are not final until they have been finalised by your own School’s Board of Examiners.
External Examiner In order to help ensure the quality of the education it provides and the maintenance of the standards of its awards, the University places significant reliance on its external examiners by: •
•
Requiring them to provide independent and impartial advice, as well as informative comment on the University’s standards and on student achievement in relation to those standards; Drawing upon their professional advice and expertise and giving full and serious consideration to their reports.
The External Examiner for this module is Dave Jarman. Dave is currently a Bristol Futures Pathway Champion: Innovation & Enterprise and a Teaching Fellow in Entrepreneurship at the University of Bristol. He previously worked as Head of Enterprise Education at Bristol and Head of Enterprise and Employability at Bath Spa. Dave is particularly interested in early-stage start-ups and the creative process. Dave was Director and Chair of Enterprise Educators UK (EEUK) and remains an honorary fellow of both EEUK and the International Entrepreneurship Educators Programme. Dave's background is in supporting students and graduates into start-ups and freelancing. He has worked extensively in Higher Education on student enterprise, employability, and entrepreneurship. Dave is also a Fellow of the Royal Society of Arts.
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Student Voice Committee We want you to tell us what you think about your learning experience on this course and there are opportunities for student representatives to take the roles of Chair and Secretary for our module Student-Staff committee. The contributions you make on behalf of your peers will inform future module development and taking on roles such as these are evidence of continuous professional development (CPD) that are important for employability. The opportunity involves meeting up to four times over the academic year and compiling records of the meeting discussion points. This is a voluntary opportunity and counts as co-curricular activity that you can use for an ncl+ award
https://www.ncl.ac.uk/careers/awards/nclplusaward/#about
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