New Program Assessment, Development and Approval Process
Principles:
St. Lawrence College needs new programming to be sustainable both financially and as a relevant
supplier of post-secondary education to our communities.
The development and assessment of new programs must be an open, transparent, college-wide
endeavour that utilizes the specialized skills of various departments across the college.
All programs suggestions must be assessed for labour market demand, student demand and
required investment by the college.
I: Full-Time Postsecondary Programs (not including degrees)
Timeline:
New full time postsecondary college programs normally require two years from the proposal of an
idea to an intake of students. Normally MTCU approval is required by June of year X in order to have
an intake September of year X+1 because the college cannot advertise a program until approved by
the Ministry. The admissions cycle then has students applying to the advertised program with a
February 1 equal consideration date. A sample framework is attached [Attachment A] but should be
viewed as an example only. A New Program Assessment and Development Checklist is attached for
reference [Attachment B].
Step one: Where do we get new program ideas?
1) Feedback from Recruiters on programs students asked about that we did not have (need to
collect and communicate to Sr. VPA by end of December each year.)
2) Institutional researcher will analyse OCAS data from the previous year to identify
oversubscribed, closed and waitlisted programs in the province as well as any significant
program-specific migration of students out of the College’s traditional catchment area. This
data will form part of the “Business Intelligence Report” shared with the College Leadership
Team in November and March of each year.
3) Institutional researcher will monitor Ontario government websites (“Ontario Job Futures”
and others) for identified provincial labour market trends.
4) Academic teams, advisory committees, college staff and academic deans should be
identifying opportunities on an on-going basis. Date: varies but explicit call for proposals
from Sr. VPA in September.
5) Other college stakeholders at any time throughout the year.
6) Explore vendor partnerships (e.g. IBM, Microsoft).
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Step two: What to do with the new program ideas?
1) If the idea comes with an internal champion that person completes the New Program Idea
Template [Attachment C] and submits it to next Deans’ Council meeting.
2) If the idea is simply a “suggestion”, without an internal champion, the originator (or the
person who receives the suggestion), simply completes the basic known information on the
New Program Idea Template and submits it to the next Deans’ Council agenda for
assignment of a lead to further complete the new idea template. [Meeting Chair calls for
volunteer; if there is no volunteer it will go back to the VPA team for assignment.]
3) After a lead is determined, a curriculum developer is assigned.
4) Deans’ Council reviews completed New Program Ideas Template submissions, as they arrive,
against the key considerations of institutional fit, known competition and demand, and the
results of previous program investigations and determines if the program idea warrants
investigation by the Institutional Research Department and the appropriate Academic
Dean/Associate Dean to validate viability. If an idea is not going forward for investigation
the rationale for not proceeding is committed to the Deans’ Council minutes and a person
(the meeting Chair if no other volunteer comes forward) is identified to let the idea’s
originator know the decision and rationale. If the originator wishes to “appeal” the decision
they should be directed to discuss the situation directly with the Sr. Vice President
Academic. Note that when doubt exists, the intention is to investigate further.
Step three: What’s involved in the a ssessment?
[See Attachment D for a sample assessment]
The assessment is an environmental scan. While it may vary slightly by program area, in general it
must demonstrate that there is an existing or emerging labour market need for the program, there
are students interested in taking the program and the college has the capacity to deliver the
program. The institutional research group will work closely with the identified dean/associate dean
to complete it thoroughly and in a timely fashion. If at any time in the process the preliminary data
is suggesting there are no valid grounds to continue, the investigation should be stopped and the
matter brought back to Deans’ Council. All impacted departments may be approached to assist in
information collection and validation as the scan considers Human Resources, Instructional and
Institutional Technology, Learning Resource Centres, Facilities and other areas across the college.
Specifically, the assessment will consider such things as:
1) Labour market research: identification of proposed National Occupational Classification
Codes and MTCU codes; identified local and provincial training gaps; existing and emerging
government priorities (see “Ontario Job Futures” website); local LMI if available; employer
demand for graduates (letters of support from potential employers if proposal moves
forward);
2) Enrolment demand: applicant trends in related programs at this and other colleges; any out
migration from college catchment area; potential for “in” migration;
3) Societal need: as an alternative to existing labour market demand is there an identified
societal need being addressed by this program;
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4) KPI data for most recent three years for similar programs at the college; KPI data for similar
programs at other colleges
5) Discussion with MTCU re likelihood of funding approval if not previously identified in SMA*.
*(this step should occur when LMI data is understood – lack of support from MTCU will limit
options to proceed.)
6) Potential for international enrolment;
7) Potential for alternative delivery (other than full-time, September to April, classroom
centric);
8) Competition in the market: any internal competition from other programs, campuses or
departments at SLC; identification of any other colleges in the region which are approved for
funding to offer programs in the same MTCU code;
9) Accreditation issues, if applicable, related to the program;
10) Placement opportunities/requirements;
11) Program Advisory Committee support (from related programs or outreach to proposed
members);
12) Program fit to College Vision, Mission and Strategic Plan;
13) Program fit to existing programming;
14) Requirements for special space, IT and instructional capital that may impact viability;
15) Requirements for Human Resources;
16) Opportunities for partnership and articulation;
17) Opportunities for applied research.
Step four: Assessment Outcome
1) All assessments go back to Deans’ Council.
2) Deans’ Council will review content and recommendations of the assessment and make a
decision to proceed, or not, with full program development.
3) If decision is not to proceed then the lead dean/associate dean will notify the originator of
the idea and explain why it is not going forward. If the originator wishes to “appeal” this
decision they approach the Sr. VPA directly. The goal of this process is to get the best suite
of programs at the college so any appeal will be carefully reviewed and taken to Academic
Council for recommendation to the president.
4) If the decision is to proceed with full program development then the lead dean/associate
dean will initiate program development and notify CLT and arrange the first review by the
Board of Governor’s Academic Subcommittee.
Step five: Program Development
1) All new programs begin with establishing program level learning outcomes that are
appropriate to the level of credential, any existing provincial standards, and any relevant
professional body.
2) All new programs need a program advisory committee to review and endorse the proposed
program.
3) Consultation with the Credentials Validation Service should occur early to validate direction
of proposed credential, nomenclature and vocational learning outcomes.
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4) Through the completion of the appropriate documentation (identified below) the
development will include the following elements and endorsements:
 Program title and credential identified (endorsed by Registrar).
 Program learning outcomes (endorsed by the curriculum committee).
 Program Map: courses, course descriptions and course level learning outcomes
(endorsed by curriculum committee).
 Compliance with General Education requirements (endorsed by curriculum
committee).
 Compliance with Essential Employability Skills requirements (endorsed by curriculum
committee).
 Attestations from any accrediting body where applicable.
 Supporting documentation for identified placement requirements.
 Capacity to deliver based on identified space needs (identified date applicable space
committee was consulted).
 Capacity to deliver based on identified operational and instructional capital as well
as equipment, software and supplies (calculations completed by Finance).
 Capacity to deliver based on identified IT requirements (endorsed by CIO).
 Capacity to deliver based on identified learning resource centre requirements
(endorsed by Librarian).
 Identified human resource requirements.
 Demonstrated financial viability (completed with Financial Services).
 Admission requirements identified (endorsed by Registrar).
 Any special application requirements identified (endorsed by the Registrar).
Documentation:
New Program Proposal Cover Sheet and New Program Proposal Operating Budget
Worksheet Form (previously: Program Plan Change Form) [Attachment E]
CVS Instructions for Submission of Program Proposal [Attachment F]
CVS Application [Attachment G]
MTCU Framework for Programs of Instruction [Appendix H]
MTCU Funding Application [Attachment I – revised by MTCU October 2014; note
instructions/binding policy being redrafted by MTCU as of Feb 2015]
Step six: Approval Process
Completed CVS Application form goes to:
1)
2)
3)
4)
5)
Curriculum Advisory Committee for endorsement.
Program Advisory Committee for endorsement.
Deans’ Council for endorsement.
Academic Council for recommendation to the President.
Board of Governors Academic Sub-Committee for first review; must also include initial
environmental scan evidence of labour market and student demand.
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Completed CVS Application, New Program Proposal Form and MTCU Funding Application go to:
6) President/CET for approval to bring to Board of Governors.
7) Board of Governors for formal college approval.
After Board approval:
8) CVS Application goes to CVS for formal approval.
After CVS approves, Office of Sr. VPA obtains President’s signature, and submits CVS application and
MTCU Funding Application to the MTCU.
9) MTCU making final funding decision.
Step seven: Post- MTCU approval
1)
2)
3)
4)
5)
EA to Sr. VPA sends to Registrar for updating SIS, OCAS and recruiting team.
EA to Sr. VPA sends to Marketing for Web Site/Career Guide development.
EA to Sr. VPA sends to CLT for action as needed re space, capital, IT and LRC purchasing.
Sr. VPA notifies Board of Governors through next Academic Briefing note.
Dean/Associate Dean finalizes curriculum development and delivery planning , including
human resource planning, during recruiting period.
6) Dean/Associate Dean delivers program.
7) Annual self- audit reflects on “plan” to “actual” as part of normal QA cycle.
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II: Online and Continuing Education Programs* [*note that other areas of the college
may develop local certificates and general interest offering s and should follow the approval process identified below]
Online and Continuing education programming often involves a part time delivery of a traditional full
time program but it may also involve programming developed uniquely to meet the needs of online
and continuing education markets. Generally, the risks involved in new launches are less and
therefore the rigor to move forward is less onerous. Notwithstanding that fact, all programs offered
at the college need to ensure that the program outcomes are appropriate to the credential, the
credential meets all MTCU policy and external accreditation rules, and that there is a realistic potential
to attract enough student interest to complete delivery of the program and/or there is a business case
that supports offering the program. Online and continuing education specific programming falls into
three categories of new program development credentials: Ontario College credentials, St. Lawrence
College certificates and General Interest offerings. Each credential has different program development
requirements based on the nature of that credential.
Ontario College Certificates, Diplomas and Graduate Certificates
As per the Ministry’s Binding Policy Directive, Framework for Programs of Instruction (see
attachment H and I) these certificates, diplomas and graduate certificates are governed by MTCU
policy with respect to all aspects of composition and delivery. Consequently, the full time postsecondary process must be followed. All forms are to be completed as per the Full time process
outlined above.
Local Board Certificates
As per the Ministry’s Binding Policy Directive, Framework for Programs of Instruction (see
attachment H and I) Local Board Certificates are focused on, “preparing graduates to begin
postsecondary studies or may focus on targeted vocationally specific skills.” They are targeted at the
basic entry level qualification for employment or further study. They may be made up of funded
college courses or can be non-credit in nature. It is at the college’s discretion to determine
appropriate length, admission requirements and any need for General Education or Essential
Employability Skills. At St. Lawrence each case will be reviewed on its own merit in this regard.
Local Board Certificates require approval from the Board of Governors and therefore must be
reviewed and endorsed by Deans’ Council, Academic Council and CET. These certificates do not
require unique Program Advisory Committees. Modified forms have been developed to capture the
requirements for approval.
Timeline: Local Board certificates are targeted at a specific group of students or are openly available
to all part time students. It is therefore possible to bring a new certificate to market in a matter of
months. Advertising is by website and direct advertising on a semester-to-semester basis without
reliance on OCAS or the full time recruiting cycle.
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Ontario Learn: OntarioLearn is a consortium of all publically funded community colleges in Ontario.
The consortium offers individual courses in a model that sees students register at the college of their
choice but take courses that could originate from any college in the province. Program development
is thus about packaging approved credit courses into credentials that meet the needs of students
and employers. OntarioLearn “programs” are normally Local Board Certificates. In this online
environment programs should be consistent across multiple colleges but each college is required to
obtain college specific approval. At St. Lawrence this requires the completion of the Local Board
approval form [Attachment J]. Programs need endorsement from Curriculum Advisory Committee,
Deans’ Council and Academic Council as well as approval from the College Executive Team and Board
of Governors’ formal approval.
Documentation: Local College Certificate Approval Form [Attachment J]
General Interest Offerings
As per the Minister’s Binding Policy Directive, non-credit activity at the college cannot result in the
awarding of any certification that uses titles defined within the Credentials Framework. Thus the
college cannot award a “certificate” for non-credit workshops or activities. Any “course” material
should clearly identify that the activity will not result in post-secondary credit.
The decision to design and run a non-credit activity is within the scope of the applicable college
department and does not require other approval.
Degrees
Any new full-time college degree contemplated at St. Lawrence College will be assessed for viability
in the same manner as post-secondary college credentials. All development and approval, however,
will comply with the detailed PEQAB instructions and MTCU forms in effect at the time of
application.
Documentation: Updates to Application Process for Ministerial Consent (Degrees) [Attachment K],
Minister’s Guidelines Directives 2015 (Degrees) [Attachment L], Degree Application Forms
[Attachment M].
Summary of Attachments:
A.
B.
C.
D.
E.
Sample Framework.
New Program Assessment and Development Checklist.
New Program Idea Template.
Sample Environmental Scan and Assessment.
New Program Proposal Cover Sheet and New Program Proposal Operating Budge
Worksheet.
F. CVS Instructions for Submission of Program Proposal.
G. CVS Application.
H. MTCU Framework for Programs of Instruction.
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I.
J.
K.
L.
M.
MTCU Funding Application.
Local College Certificate Approval Form.
Updates to Application Process for Ministerial Consent (Degrees)
Minister’s Guidelines Directives (Degrees) 2015
Degree Application Forms
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