BUSINESS CASE FOR NEW COURSE/MAJOR
Contact Details
Proposed Course/Major Title:
Proposing Area:
Faculty:
Proposer Name:
Proposer Phone:
Proposer Email:
The role of the Business Case is to ensure that there is sufficient likely demand for the proposed course/major and that it is
likely to be financially viable to allocate resources to its development. The preparation of the Business Case is a key part of
the quality assurance process and provides the University with a level of confidence that the course is likely to be viable. A
Business Case must be submitted with all new course/major proposals. There may be some points which are not relevant
to the proposal, or for which no information is available. Please note why the information is not applicable. Do not delete
any sections.
Before proceeding,
1.
please consult the New Course Development page on the Curtin website
2.
please ensure you are using the current version of the New Course/Major Proposal Business Case
Guidelines/instructions to help you complete the relevant sections of this form are included in blue boxes under the relevant
heading. Prior to submitting course documentation for approval, please ensure that all blue rows are deleted.
1.
Overview
Guideline/Instruction:
Summarise (in 300 words) the Business Case for the proposal including the:
 reason for the proposal including type of course and proposed length (number of credits)
 purpose/intention of the proposed course
 extent of demand for the proposed course
 financial impact of the proposal
 the relationship of the new course to existing courses (eg that the course replaces an existing course, that the course is a
repackaging of current courses for marketing or professional accreditation purposes, etc)
 how the proposed course differs from similar courses offered by the University
<Insert text here>
2.
Strategic considerations
Guideline/Instruction:
Identify the academic and other benefits to the University including the relationship to:

the Curtin Strategic Plan and Faculty Operational Plan

other providers of similar courses

national and/or international priorities or trends (the Office of Assessment, Teaching and Learning must be consulted, and
consult Curtin International Office)

choice of partner(s) where relevant (consult with the Curtin International Office).
<Insert text here>
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
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BUSINESS CASE FOR NEW COURSE/MAJOR
3.
Detailed demand and competitor analysis
Guideline/Instruction:
This section requires the presentation of evidence for demand and an analysis of competitors as an argument for the projected
intake. It will give evidence for the significance of the proposed area of study; identify the group targeted as potential students
and show that the needs of this group are not being met elsewhere. If the proposal involves distance delivery, a case should be
made that the proposal targets a particular cohort who are unable or unlikely to enrol in the course if it were offered on campus,
or who would benefit from distance delivery.
It is recognised that some of the information required here may be difficult to obtain. However, a substantial case for the
projected intake needs to be made and evidence used where available. In completing this section, course developers should
consult with the Faculty Business Manager, Faculty Deans of Teaching and Learning and Curtin International Office.
3.1
Consultation with external stakeholders in relation to demand for graduates
Guideline/Instruction:
In the table below document the consultation processes undertaken with relevant groups, (eg industry and professional
organisations, partners) in relation to demand for graduates and any other issues.
Stakeholder
Dates and processes
Evidence of Demand
3.1.1 Summary of the responses to evidence of demand raised through the consultation
process
Guideline/Instruction:
Summarise the evidence of demand raised through the consultation process.
<Insert text here>
3.1.2 Summary of the evidence for industry support and demand for graduates nationally
and/or internationally.
Guideline/Instruction:
Where possible, provide supporting evidence from prospective employers of graduates of the course to demonstrate the nature
and the scale of the demand for trained staff in the industry in question, nationally and/or internationally.
<Insert text here>
3.2
Applicant demand in similar or related courses at Curtin for the last three years
Guideline/Instruction:
Provide the data on applicant demand in similar or related courses at Curtin for the last three years in the table below. For non-TISC courses,
provide total application data only.
Course
First Preferences
(TISC Courses only)
Year 20..
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
Year 20..
Total applications
Year 20..
Year 20..
Year 20..
Year 20..
Intake
Year 20..
Year 20..
Year 20..
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BUSINESS CASE FOR NEW COURSE/MAJOR
3.3
Competitor analysis for onshore and offshore courses
3.3.1 Data on local, national and international (if applicable) applicant demand in similar or
related courses at other institutions
Guideline / Instruction
Where available, provide quantifiable data on local, national and international (if applicable) applicant demand in similar or
related courses at other institutions in the table below.
Sources of data for the demonstration of applicant demand may include:

Course Review section of Office of Assessment, Teaching and Learning
 admissions data from related courses
 Course Reports and in particular GDS on related Curtin courses
 Good Universities Guide.
Institution and Course
Intake
Year A
Year B
Year C
3.3.2 Features of competitor courses
Guideline / Instruction
 State the features of competitor courses including curriculum, methods of delivery, length, entry, opportunities for work
experience/placement and approaches to marketing. Sources of data for information on other similar/related courses may
be found at http://www.goingtouni.gov.au
 State the point of difference of the proposed course from competitor courses
<Insert any explanatory text here>
3.4
Projected intake
Guideline / Instruction
On the basis of the above analysis specify in the table below:
 the projected total intake (EFTSL)
 intake by funding source (EFTSL)
 intake by basis of admission (EFTSL), where applicable.
Year 20..
Year 20..
Year 20..
Total projected intake:
Total projected intake:
Total projected intake:
Intake by funding source
Intake by funding source
Intake by funding source
C’wlth
Supp
C’wlth
Supp
C’wlth
Supp
Dom
FP
Intl
FP
Intake by basis of admission
Year
12
TAFE
Intl
STAT
Dom
FP
Intl
FP
Intake by basis of admission
Other
Year
12
TAFE
Intl
STAT
Dom
FP
Intl
FP
Intake by basis of admission
Other
Year
12
TAFE
Intl
STAT
Other
<Insert any explanatory text here>
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
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BUSINESS CASE FOR NEW COURSE/MAJOR
3.5
Minimum intake for course viability
Guideline / Instruction
Indicate the minimum student intake (EFTSL) that will be acceptable for this course to be offered
Please provide budget evidence signed by the Faculty Business Manager
<Insert minimum intake and any explanatory text here>
4.
Collaborative Educational Services
Guideline / Instruction
This covers education programs and services (including teaching, supervision, examinations, professional development, training,
moderation, educational support services, library) provided to International or Australian Curtin-enrolled students or collaborators
overseas or onshore in association with another provider.
Proposers of courses that involve such collaborative services must consult their Faculty Collaborative Education Services Officer
in order to complete procedures prescribed in the Collaborative Education Services Policy and Procedures.
Summarise the nature of any collaboration involved.
<Insert text here>
5.
Marketing arrangements and costs
Guideline / Instruction
This section should be written in consultation with the Faculty Marketing Coordinators and Business Managers.
For courses offered collaboratively: this section may be omitted from the Business Case if marketing arrangements form part
of the collaborative agreement.
Describe the proposed marketing strategy, with particular comment on:
 unique features and benefits of the course (eg TAFE credit, work placements, scholarships, benefits, graduate starting
salaries, employment rates)
 market segments (primary and secondary clienteles), nationally and internationally
 promotional plan (eg publications, website, advertising, events, media)
 when marketing offshore, any in-country laws or rules on information, publicity, public relations and promotion
 agreement on the use of the University brand and any associated limitations and protocols.
<Insert text here>
6.
Resource issues and financial arrangements
6.1
Budget
The Faculty Pro Vice-Chancellor is responsible for approving the budget associated with the proposal. The budget should be
developed in consultation with the Faculty Business Manager following the standard course budget methodology.
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
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BUSINESS CASE FOR NEW COURSE/MAJOR
6.2
Staff resources
Guideline / Instruction
Provide a statement on:
 staff resources and expertise required
 the use of specialist, part-time lecturers and sessional staff
 service teaching
 professional development needs
<Insert text here>
6.3
Physical resources
Guideline / Instruction
Identify the space, facilities and other resources required and provide confirmation that these are available. In particular,
comment on access to library facilities (see below text), laboratories, computer labs or work stations, online resources, and
internet connectivity and responsibility for their provision (ie partner or student).
Please contact your Faculty Librarian to discuss whether your new course can be adequately resourced in relation to audio-visual materials,
ebooks, journals and databases. You can also discuss ways in which the Library can support you and your students such as the information
literacy sessions, LibGuides and embedding materials in Blackboard.
Contact details for Faculty Librarians are available at http://library.curtin.edu.au/about/organisational-structure/faculties/index.cfm
Please note that the Library has an e-preferred collection development policy and no longer posts course materials to off-campus or distance
education undergraduate students.
<Insert text here>
6.4
Intellectual property
Guideline / Instruction
Comment on any intellectual property issues associated with providing teaching resources.
<Insert text here>
7.
Risk Assessment
Guideline / Instruction
The procedures for the approval of courses are designed to address a number of standard risks that arise in the development
and delivery of courses. The purpose of this section is to explicitly consider some risk issues, and to provide for reporting on Risk
Management Plans. Please complete the tables below.
For courses offered collaboratively: The collaborative arrangements include consideration of related risks.
For more information on risk management in the University generally, see the University’s Corporate Risk website.
7.1
Risk Factors for all courses
Risk rating
(catastrophic, major,
moderate, low,
negligible)
Impact
Risk Mitigation Strategy
(eg revenue cost or liability;
people; reputation/political;
project performance)
Demand not Sustainable
Professional/industry recognition
not forthcoming
Competition becomes too strong –
existing and potential
Diminished capacity to sustain
delivery arrangements
Customer expectations not
satisfied
Expected outcomes unmet
Staffing/expertise unavailable
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
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BUSINESS CASE FOR NEW COURSE/MAJOR
Fieldwork placements unavailable
7.2
Other Risks
Guideline / Instruction
Are there any other risks not addressed above or not otherwise addressed in associated agreements? Please detail the nature of
the risk, its potential impact and the likelihood, and any mitigation or contingency plans.
<Insert text here>
8
Internal University consultation
This section provides evidence that the course’s curriculum has undergone a rigorous consultation and information gathering
process with the relevant staff within Curtin University. The consultation should indicate that there is wide support, ownership
and commitment to the course and its curriculum.
As part of this consultation process, course developers should initiate discussions with the Faculty Dean, Teaching and Learning.
If the course delivery will involve service and teaching arrangements, course developers should initiate discussions with relevant
staff, in accordance with the Service Teaching Policy.
Guideline/Instruction:
Record consultation with stakeholders in the table below.
Stakeholder
Dates and processes
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
Summary of issues and actions
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BUSINESS CASE FOR NEW COURSE/MAJOR
9
Proposing Faculty Pro Vice Chancellor’s certification
Guideline / Instruction
To be certified by Pro Vice Chancellor or nominee e.g. Faculty Business Manager.
I have examined this Business Case and certify that the proposed course can be mounted
within the financial and academic resources of the Faculty and conforms to our agreed
academic profile.
<Name>
<Signature>
<Date>
Prior to submitting this documentation for approval, please ensure that all sections with the text in blue
(eg rows with the guidelines/instructions) are deleted, including this one. To delete a row select Layout
under Table Tools, select Delete, select Delete Rows. Only sections in blue should be deleted.
Adapted from Program Approval and Amendment documents
University of South Australia
Proposed Course/Major:
Business Case Prepared by:
Date of last revision:
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