a. New Academic Program Approval (Degree and Non-Degree Programs)
The development of a new academic program within one of the various academic units of the University is a significant undertaking, requiring a commitment to our collective intelligence and resources. A multi-step process for review and approval of new programs, including degree and non-degree programs, is used to uphold standards of excellence and ensure a high-quality curriculum while incorporating diverse input and perspectives. The Office of the Provost oversees the new academic program approval process and is periodically reviewed to ensure efficacy and relevance. This policy does not pertain to educational activities that do not result in credit on a University transcript (e.g., continuing professional development, faculty or staff development activities, workshops, seminars, etc.).
Within the Office of the Provost, the process involves three stages. These stages are subsequent to discussion, planning, and endorsement at the academic unit level proposing the new program. If the program proposal comes from one of the University's schools, then it is necessary that a discussion of the proposal among the relevant faculty within that school has occurred and endorsement of the school dean is given.
For new academic initiatives, the following multi-step process is followed:
Stage I: Concept Proposal
The first stage in the development of a new academic program is the submission and review of a concept proposal.
The purpose of the concept proposal stage is to evaluate the strategic alignment, institutional fit, and preliminary feasibility of a proposed academic program before substantial institutional resources are committed to full program development.
Prior to submission to the Office of the Provost, concept proposals must be reviewed and endorsed by the appropriate academic unit leader and dean.
Concept proposals should be in the format of an executive summary. They shall be submitted to the Associate Provost of Student Affairs and Dean of Students along with the Project Manager for Academic Affairs and should provide a concise overview of:
- The proposed program and credential;
- Alignment with the University's mission, vision, and strategic priorities;
- Workforce, market, or community need;
- Preliminary evidence of student demand;
- Anticipated delivery model and target audience;
- Potential accreditation or regulatory considerations; and
- Known operational opportunities or concerns.
Upon receipt of a concept proposal, the Associate Provost shall conduct an initial review to evaluate operational feasibility, institutional alignment, and potential resource implications. As part of this review, the Associate Provost may consult with relevant institutional stakeholders, including but not limited to:
- Admissions;
- Enrollment Marketing;
- Finance;
- Registrar;
- Bursar;
- Financial Aid;
- Information Technology;
- Learning Experience Design;
- Other institutional offices as appropriate.
Following preliminary review, the Associate Provost may:
- Request revisions or additional information;
- Decline advancement of the proposal; or
- Advance the proposal to the Academic and Student Affairs Committee (ASAC) of the Board of Trustees for consideration (mainly done for new degree programs and programs that represent growth of the University’s academic portfolio).
ASAC review of a concept proposal is intended to provide strategic guidance and institutional feedback regarding continued exploration of the proposed program. Approval of a concept proposal by ASAC authorizes development of a full program proposal but does not constitute approval to advertise, recruit, enroll, or implement the program.
Stage II: Program Proposal with Business Case
Following approval by the Associate Provost and, when needed, ASAC endorsement of the concept proposal, the faculty lead(s) shall develop a full program proposal with business case using templates and guidance established by the Office of the Provost and the Financial Services Office.
The proposal shall address academic, operational, financial, accreditation, and implementation considerations, including:
- Program rationale and market demand;
- Curriculum structure and student learning outcomes;
- Faculty and staffing needs;
- Student support services;
- Facilities, technology, and library resources;
- Cooperative agreements and clinical placement needs, where applicable;
- Accreditation and licensure considerations;
- Enrollment projections; and
- A multi-year business case and financial projections, developed in coordination with the Financial Services Office.
The faculty lead(s) and academic unit shall collaborate with appropriate institutional offices throughout proposal development, including but not limited to:
- Finance;
- Admissions;
- Enrollment Marketing;
- Registrar;
- Bursar;
- Financial Aid;
- Learning Experience Design and Information Technology;
- the Project Manager for Academic Affairs (regarding regulation and accreditation needs); and
- Facilities and Operations.
All new courses associated with the proposed program must undergo review and approval through the Course and Curriculum Review Committee (CCRC) in accordance with University curriculum policies.
Completed program proposals shall be submitted to the Associate Provost or designee for review.
The Associate Provost shall coordinate review of the proposal through the New Initiatives Committee (NIC). The NIC serves in an advisory capacity and evaluates proposals for:
- Academic and operational readiness;
- Institutional resource capacity;
- Financial sustainability;
- Student and faculty impact;
- Implementation feasibility;
- Alignment with institutional priorities; and
- Readiness for external regulatory and accreditation review.
The NIC may recommend approval, conditional approval pending revisions, or additional review prior to advancement.
Following NIC review and recommendation, the Associate Provost will pass on the proposal to the Provost for review and approval. The Provost may advance the proposal for review and approval by the Board of Trustees and other governing authorities, as required.
Stage III: Regulatory and Accreditation Review
The Office of the Provost shall coordinate all required institutional, regulatory, and accreditation reviews and approvals associated with the proposed program.
Depending upon the nature of the program, approvals and notifications may include:
- Board of Trustees approval;
- Massachusetts Department of Higher Education (DHE) approval or notification;
- New England Commission of Higher Education (NECHE) substantive change review or notification; and
- Specialized or programmatic accreditor review and approval.
Programs may not advertise implementation timelines, recruit students, enroll students, or launch instruction until all required approvals have been obtained.
Stage IV. Operationalization
The Associate Provost and the Project Manager for Academic Affairs will work with the faculty lead(s) to develop a project plan and timeline for the marketing launch, Recognizing the cross-functional work required to operationalize and launch a new program, faculty lead(s) should expect that a program with no regulatory or accreditation requirements will require material submission at least 2 semesters prior to the program’s desired start date. For programs requiring regulatory or accreditation actions, an additional 12 to 18 months should be factored into their desired timeline.
Additional Resources:
General Matrix for the Approval Process New Programs and Program Modifications
New Program Checklist
Template for Program Proposal
Template for Business Case