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2.3 Ìý Proposals for new programmes are normally initiated through the strategic planning process.

2.4 Ìý The first step is to contact the Dean and Head of Division. The Dean will confirm whether the proposal fits with the University Strategic Plan and School Operational Plan and priority areas for growing student numbers. For in-house programmes, the Dean will also want an indication of whether the programme can be delivered from within the current staff resources of the School. If the Dean and Head of Division are satisfied that the proposal is worth pursuing, they should identify a member of 69´«Ã½ staff to act as provisional Programme Leader. The proposal should be included in the School Operational Plan and reported to the Division of Governance and Quality Enhancement. No proposal for a new programme may proceed without the support of both the Dean and Head of Division.

2.5 Ìý Once initial support has been secured, the proposal can proceed to stage one of the three stage programme approval process. To allow for marketing and inclusion in the prospectus, new undergraduate programmes should have completed stage three approval through the School Academic Board 22 months before the start of the academic year in which the programme is due to commence, and postgraduate programmes 18 months before the start of the academic year in which the programme is due to commence.

2.6 ÌýÌý The provisional Programme Leader, with support from their Head of Division, must next complete and submit stage one of the Programme Approval Form to the School Executive Board (SEB). Confirmation of support must be indicated from the Heads of all contributing Divisions and Deans of School. Normally a programme will be hosted within a single Division and School. For programmes spanning both Schools, the stage one paperwork will need to be presented to both School Executive Boards.

2.7 Ìý The purpose of stage one of the Programme Approval Form is to allow the School Executive Board to:

• Gain a first understanding of the proposal;
• Consider the rationale and fit with the institutional strategy/School Operational Plan;
• Decide whether the proposal may proceed to stage two.

The School Executive Board will judge the proposal against the following criteria:

• The programme fulfils a community need and is consistent with the mission and strategic direction of the University;
• The proposed level of qualification and academic rationale appear appropriate;
• There is appropriate academic expertise and sufficient non-academic resource within the University to support the programme’s development and delivery;
• The programme does not conflict with other similar provision within the School or University.

The School Executive Board may take one of the following decisions: a) confirm that the proposal can proceed to stage two; b) request further information; or c) reject the proposal. Confirmation that the proposal can proceed to stage two provides opportunity for further more detailed discussion as set out in paragraphs 2.8 to 2.12 below. No guarantee is offered at this stage that the programme will proceed to validation.

2.8 Ìý Ìý Following consideration of stage one of the Programme Approval Form by the School Executive Board, the Secretary to the Board will notify the following people in writing of the outcome: Dean of School; Head of Division; Programme Leader/Collaborative Academic Lead; School Manager; Assistant Secretary, Governance and Quality Enhancement.

2.9ÌýÌýÌýÌýÌýÌý Following confirmation from the School Executive Board that a new programme proposal can proceed to stage two, the Programme Leader/Collaborative Academic Lead, with support from their Head of Division, must complete and submit stage two paperwork to the Academic Planning Board together with a detailed costing and pricing (for further details, see paragraph 2.10 below). For collaborative provision, a risk assessment, site report and due diligence report are also required.

2.10ÌýÌýÌýÌý The purpose of stage two of the Programme Approval Form is to allow the Academic Planning Board to:

• Consider detailed market research on viability;
• Identify any research gaps that may need to be addressed;
• Consider the costing and identified net surplus for the proposed programme;
• Confirm whether the proposal may proceed to the next stage.

The Academic Planning Board will judge the proposal against the following criteria:

• The programme has an identified and realistic target market;
• There is sufficient evidence of demand and support for the programme[1] from key stakeholders, including employers and prospective students;
• Analysis of competitor programmes suggests the programme will recruit satisfactorily;
• The programme is financially viable on the basis of expected student numbers and assumed fee (or other) income.

The Academic Planning Board may take one of the following decisions: a) confirm that the proposal can proceed to stage three; b) request further information; or c) reject the proposal. Confirmation that the proposal can proceed to stage three provides opportunity for School Academic Board consideration and decision as set out in paragraphs 2.13 to 2.17 below. No guarantee is offered at this stage that the programme can proceed to validation.

Following consideration of stage two of the Programme Approval Form by the Academic Planning Board, the Secretary to the Group will notify the following people of the outcome: Dean of School; Head of Division; Programme Leader/Collaborative Academic Lead; School Manager; Head of Admissions and Recruitment (except for overseas collaborative programmes). If it is confirmed that the proposal can proceed to stage three, the Head(s) of Division must establish a Programme Team to undertake more detailed curriculum planning and preparation, if they have not already done so.

2.11 Ìý Ìý For home Programmes, the Head of Finance must be approached for assistance in preparing the costing, which will normally include some or all of the elements listed below. For collaborative programmes, the Partnership Development Manager will provide assistance.

• Academic staff time (for programme development, validation, committees, board of examiners and quality assurance, as well as teaching, marking and supporting students);
• Visiting lecturer time (if required);
• Professional services staff time (Academic Administration, technicians, Student Records, Division of Governance and Quality Enhancement, Admissions, Library staff, Hub support);
• Non-staff costs (including External Examiners’ fees and expenses, additional library resources, estates costs, equipment and consumables, staff development);
• Any relevant consumables (materials) or anticipated additional spend on marketing.

Typically the costing will cover the development phase and first five years of delivery.

2.12 Ìý Ìý It is essential that all relevant professional services departments are consulted regarding the possible resource needs of the programme. As a matter of course, the Programme Leader/Academic Link Person should contact the Liaison Services Manager in the Library before finalising costings. Estates and Facilities must be contacted regarding any requirements for specialist teaching space or equipment. The Assistant Secretaries, Registry and Academic Administration, and External Liaison and Student Services, must be consulted at the costing stage to reflect the level of input that will be required from their Divisions. Programme Leaders should also liaise with Marketing and Communications to allow for early planning in relation to website and prospectus entries.

2.13 Ìý ÌýConstraints affecting the introduction of new programmes may include the following:

• Consolidation of funded student numbers in each of 69´«Ã½â€™s subject categories by level (i.e. undergraduate, taught postgraduate, research);
• Availability of appropriate space;
• Availability of teaching staff;
• Evidence of demand.

2.14 Ìý Ìý The Academic Planning Board will only accept stage two paperwork that has been approved by the following people: Dean(s) of contributing Schools; University Secretary; Director of Operations and Finance.

Ìý

[1] The nature of evidence used to show demand will vary from programme to programme

2.15 ÌýÌý Following confirmation from the Academic Planning Board that the proposal can proceed to stage three, the Programme Leader/Collaborative Academic Lead must complete and submit stage three paperwork to the School Academic Board in consultation with other members of the proposed Programme Team.

2.16 ÌýÌý The School Academic Board will be responsible for debating and agreeing the academic rationale. This will include consideration of the following:

• Programme title and subsidiary exit points
• Educational philosophy and aims;
• Appropriateness of the proposed SCQF level;
• Outline content;
• Structure and delivery pattern;
• Core and elective modules – core modules must be clearly identified;
• Balance of new and existing modules;
• Opportunities for linkages and efficiencies through collaboration with existing School provision.

2.17ÌýÌýÌýÌý The School Academic Board will receive stage one and two paperwork (minus any redacted content) as background information, but will base its decision on the content of stage three only, since the information included at stages one and two (in particular information on viability, resources and finance) will have been subject to detailed scrutiny and confirmation by the Academic Planning Board. The School Academic Board may take one of the following decisions: a) confirm that the programme can proceed to validation; b) request further information; or c) reject the proposal.

2.18 ÌýÌý Following confirmation by the School Academic Board that the programme can proceed to validation, the proposal will be reported to Senate through the School Academic Board minutes. Senate has final authority to approve new programme developments. The Secretary to the Board will notify the following people of the outcome: Dean of School; Head of Division; Programme Leader/Collaborative Academic Lead; Assistant Secretary, Governance and Quality Enhancement; Head of Admissions and Recruitment; Director of Marketing and Communications.

2.19 ÌýÌý The programme may not be advertised externally until such time as the School Academic Board has confirmed that it may proceed to validation. At this point, the programme may be advertised as ‘subject to validation’, until such time as the validation process has concluded. Following validation, it is the responsibility of the Secretary to the Panel to notify the following people of the outcome: Dean of School; Head of Division; Assistant Secretary, Governance and Quality Enhancement; Head of Admissions and Recruitment; Director of Marketing and Communications. The Secretary to the Panel is also responsible for notifying the above people of any significant changes that arise through the response to conditions process, for example title change, or removal of core modules.

2.20 ÌýÌý The Dean of School is responsible for approving the content of all advertising materials. This responsibility may be delegated, as the Dean considers appropriate. All published information on University programmes must comply with legislation issued by the Competition and Marketing Authority (CMA). This means that all advertising and other materials must be clear, comprehensive, accurate, and timely, at all stages of the student journey, including the research and application period. No information should be advertised until core modules, content and structure and fees are finalised. Marketing can advise on appropriate content.