Entrepreneurialism Sample Clauses

Entrepreneurialism. We have also agreed to play an active role in all initiatives and activities agreed by the national groups for outcomes five to seven:
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Entrepreneurialism. In the first year of the UIF we made a submission around proposed activities which we are monitoring and refining as the 16/17 process develops. These activities included enhancing entrepreneurial education, student and staff mobility, deeper engagement in shared entrepreneurial programmes such as the Converge Challenge, enhancement of our Employer Mentoring Programme and wider business engagement using initiatives such as Interface. Each of these areas has seen significant progress over 16/17 with record submission levels to Converge Challenge in all categories, our highest percentage of overall Innovation Vouchers since 2009, a record number of mentors in our programme and progress on a new enterprise centre which will act as a hub for the West of Scotland. Skills development has become a primary focus for our enterprise activity. In 2015 UWS made the decision to move our employability function into our enterprise team in order to enhance employer engagement activities. This move has contributed to a marked improvement in our DLHE score and a range of new initiatives to enhance graduate employability at UWS including the development of entrepreneurial pathways to work.  Targets: Grow by 10% per annum entrepreneurial skills in our students and staff as measured by participation in entrepreneurial learning events, mentoring programmes, credit bearing modules and awards  Target: Develop a credit bearing module on entrepreneurial skills and deliver it to a pilot cohort in 17/18 with a view to rolling it out to all programmes by 2020 .
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Entrepreneurialism. Make a significant and positive change in the way entrepreneurial opportunities are promoted and delivered to students, staff, and business. Currently there are over sixty businesses within the GCU incubation unit (which has re-opened as a physical space this year, following Covid). Of these, c.67% are run by GCU Graduates (the rest being run by alumni or staff members), 33% led by women and 54% led by members from ethnic minorities. Despite the lockdown and closure of the physical space it has grown steadily over the last two years, offering almost 50 hours of workshops, over 150 hours of one-to-one business advice, and distributing newsletters. In addition, £30k+ in development money has been awarded through Santander Universities’ Entrepreneur Enabling Fund (EEF). GCU will continue to provide both curricular and extracurricular support development of enterprises, including its membership of Converge, the Social Shifters programme delivered by RIO through the Student Association, and standalone, externally funded projects such as SEVERE (Social Enterprise Support through Virtual Environments and Remote Entrepreneurship: which has created transnational teams of student social entrepreneurs working together remotely). A further project, Sustainable Fashion Employability Skills (SFES), equips students with the skills and competencies to enhance their employability, whilst ensuring the sustainability of fashion, including its ethicality, heritage and environmental impact for processes in fashion creation, marketing and production. Enterprise Support Group: We continue to participate in Enterprise Support Group (ESG), a formal subgroup of RCDG, comprising of staff responsible for spinout and start up support and development in our HEIs. ESG meet quarterly to share best practice, deliver collaborative initiatives, and engage with the latest strategy and policy from Scottish and UK governments. Learnings from ESG leads to better service delivery in our own organisation, increasing number and quality of new enterprises, ultimately improving impact on regional and national economic growth. This aligns with KE Concordat Principles: 2. Policies and Processes, 5. Capacity Building, and 7. Continuous Improvement. Entrepreneurial Campus Strategy: In AY2022-23, we will continue to engage with SFC and Scottish Government to help define and deliver an Entrepreneurial Campus Strategy. This engagement is driven through our participation in ESG and RCDG, and with the suppor...
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Related to Entrepreneurialism

  • Diversity The Employer and the Union recognize the values of diversity in the workplace and will work cooperatively toward achieving a work environment that reflects the interests of a diverse work force.

  • CULTURAL DIVERSITY The Cultural Diversity Requirement generally does not add units to a student's program. Rather, it is intended to be fulfilled by choosing courses from the approved list that also satisfy requirements in other areas of the student’s program; the exception is that Cultural Diversity courses may not satisfy Culture and Language Requirements for B.S. students. For example, COMM 6 – Intercultural Communication, can fulfill (3) units of the Behavioral Science requirement and (3) units of the Cultural Diversity requirement. This double counting of a class may only be done with the Cultural Diversity requirement. Courses in Cultural Diversity may be taken at the lower- division or upper-division level.

  • Culture History and past behavior;

  • Aims The Parties agree to pursue the following aims:  Providing opportunities for the local community and sports organisations to participate in sport and physical activity for health improvement and development of their skills, particularly amongst low participant groups;  Operating in line with the national agenda for sport taking into account nationally adopted strategies;  Generating positive attitudes in sport and physical activity by young people and reducing the drop out rate in sports participation with age;  Increasing the number of people of all ages and abilities participating in sport and physical activity including people with disabilities;  Using the facilities to encourage the range, quality and number of School sports club links and to stimulate competition that is inclusive of young people and adults;  To provide affordable access to the facilities and to be self-financing in terms of community use;

  • Audience Contractor, in collaboration with its subcontractors, shall design, and/or purchase materials and convene a series of training courses that shall serve as a local training resource for group xxxx xxxxx, xxxxxx care providers, and County staff serving Mendocino County’s federally IV-E-eligible children.

  • Competencies The following competencies apply to this position. The employee will be assessed against these as part of their annual performance and development review.

  • Competency Competency at this level involves application of knowledge and skills to a range of tasks and roles. There is a defined range of contexts where the choice of actions required is clear. There is limited complexity of choice of actions required. On occasion, more complex tasks may be performed.

  • Nepotism No employee shall be directly supervised by a member of his/her immediate family. “

  • Staffing There shall be a clinician employed by the outside contractor for EAP Services who will be on-site a minimum of 20 hours a week. The clinician shall report directly to the outside contractor, Peer Assistance Oversight Committee and the MIF liaison. There shall be three full-time Peer Assistants reporting to the outside contractor.

  • Excellence excellence is the result of always striving to do better. This is represented by constant improvements to the way in which we deliver our services, which results in a high performing health service. • Respect – we demonstrate respect through our actions and behaviours. By showing each other respect, in turn we earn respect. • Integrity – integrity is doing the right thing, knowing it is what we do when people aren’t looking that is a true reflection of who we are. • Collaboration – collaboration represents working together in partnership to achieve sustainable health care outcomes for our community with a shared understanding of our priorities. • Accountability – together we have a shared responsibility for ensuring the best health care outcomes for our community. This is a reminder that it is not only our actions, but also the actions we do not do, for which we are accountable.

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