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This stage applies to new programs only.

During this stage, the proposal proponents obtain advice and endorsements from relevant areas across the University to prepare a Concept Proposal document.
The Concept Proposal must be submitted to the GDSC Program Approval Working Group with a cc toÌýAPEAC (subject line: Concept proposal for GDSC Program Approval WG for consideration).

Following endorsement from the GDSC Program Approval WG, proponents must obtain endorsement from the Executive Dean of each involved Faculty, in order to then commence the Business Case stage. Endorsement should be sought through internal Faculty governance structures and approval processes.

Notes:

• If the proposal involves a University partner, approvals need to be sought from the relevant governance bodies.
• Proposals can be commenced by Faculties, GDSC Program Approval WG, or a combination of areas across the University. Furthermore, the University may elect to propose a new program in consultation with third parties (including industry bodies).
• Selected proposals may be eligible to use a fast-tracked version of the process, if previously agreed or identified as a priority and approved by the Deputy Vice-Chancellor and Vice-President (Academic). These proposals would proceed directly to the Business Case stage.

This stage applies to new programs and only.

During this stage proponents, including the coordinating Faculty, work alongside areas across the University such as Planning and Analytics, Finance, Marketing, Recruitment, and other areas as required, to prepare a Business Case document.

Following completion of the Business Case, proponents must submit this toÌýthe GDSC Program Approval Working Group , with a cc toÌýAPEAC (subject line: Business Case for GDSC Program Approval WG consideration). Should the GDSC Program Approval WG endorse the Business Case, the proponents will need to use Faculty governance structures and approval processes to obtain endorsement from the Executive Dean of each involved Faculty prior to commencing the Academic Design and Implementation stage.

This stage applies to new programs and specific major revisions only.

During this stage the proponents, including the coordinating Faculty, will arrange a series of workshops to complete the Program Proposal. The workshops will include consultation sessions with stakeholders across the University, to both determine the academic elements of the proposal and ensure it can be made operational in the anticipated timeframe.

Stakeholders across the University include:

• Admissions (for domestic and international student cohorts as required)
• Education Quality
• Education Transformation
• Educational Policy and Compliance
• University Finance
• International Compliance
• Learning Enhancement and Innovation
• Marketing
• Planning and Analytics
• Recruitment (student recruitment)
• Student Administration
  • Includes: Student Data Collection; as a PeopleSoft proforma will need to be completed prior to submission at APEAC.

It is anticipated that the Program Proposal would be populated either during or as a result of these workshops throughout the Academic Design and Implementation stage.ÌýTeaching Excellence and Education Quality have created a set of resources to support coordinating Faculties in organising workshops and completing the corresponding sections of the relevant proposal form.

This stage applies to new programs, major revisions, revisions to entry requirements and program inactivations.

During this stage, the finalised proposals, and any required supporting documents, are submitted to APEAC for consideration. Proposals endorsed by APEAC* will be sent to Academic Board for recommendation and subsequent approval by the Vice-Chancellor and President.

*Proposals to revise entry requirements will be sent to the Deputy Vice-Chancellor and Vice-President (Academic) for approval, upon recommendation by APEAC.

TheÌýRevision of Entry Requirements formÌýis endorsed by the Deputy Dean (Learning and Teaching) (DDLT), the Executive Dean (and, if any other faculties are involved, the relevant DDLT and Executive Dean) and Executive Director, Future Students. It is then submitted toÌýthe Admissions Committee for consideration. Subsequent to endorsement by the Admissions Committee, it will be considered by the Academic Program Entry and Approval CommitteeÌý(APEAC)Ìý(as per theÌýAPEACÌýsubmission deadlines).

APEAC will consider the recommendations based on the proposal’s merits and decide whether a recommendation for approval is to be made to the DVC&VP(A).

For further advice on entry requirements, refer to program structure and entry requirements.

TheÌýProgram Inactivation formÌýis endorsed by the Deputy Dean (Learning and Teaching) (DDLT), the Executive Dean (including the relevant DDLT and Executive Dean for any other faculties involved) and will require endorsement of the Deputy Vice-Chancellor (External Engagement). It is then submitted toÌýAPEACÌý(as perÌýAPEACÌýsubmission deadlines) for consideration.

APEAC will consider the recommendations based on the proposal’s merits and decide whether the proposal will be sent to Academic Board for recommendation and subsequent approval by the Vice-Chancellor and President.

APEACÌýwill notify stakeholders of the Vice-Chancellor and President’s decision, or in the case of entry requirement revisions, the Deputy Vice-Chancellor and Vice-President (Academic)’s decision.

Once approved the proposal commences implementation.

Further information regarding the APEAC process is available on ourÌýFAQsÌýpage.