In this phase, research and environmental scanning is conducted, including labour market research and a comparative analysis of similar programs. A conceptual overview is created that informs the Academic Leadership Committee (ALC) of the intentions to develop a new program. Synergies between the proposed and existing complementary programs along with other academic considerations are discussed at ALC. Recommendations from this committee are included in a subsequent report that is presented to both the Strategic Enrollment Management (SEM) committee and Humber’s Senior Executive Team for approval. The proposed program then proceeds to the next phase of development.

This phase represents a period of comprehensive investigation, research and planning to ensure that the proposed program is well designed and will respond to the needs of future students, employers and the community. This includes thorough consultation with various Humber departments, faculties, students, graduates, industry, community, and external academics and subject matter experts to define and sharpen the program concept and develop the program. PPDR consultants work collaboratively with the academic faculty throughout the development phase to create an Ad-Hoc Program Advisory Committee (PAC), develop Program Learning Outcomes (PLO), and design curriculum.

Curriculum design involves extensive planning to ensure that students will achieve the program’s intended learning outcomes and related core competencies. Activities include the development of:

• The program map 
• Course offerings
• Schedule of studyP
• Program specializations
• Experiential learning components, and
• Admission criteria

An important component of this phase is consultation with external and internal stakeholders, such as:

• Student Services
• International
• Humber Libraries
• Admissions

Upon completion, the proposed program has PLOs and curriculum that are clearly defined and formally endorsed by the Ad-hoc PAC. The program is then ready to draft a budget based on a variety of assumptions including the number of courses, number of students anticipated in the program, new equipment or space requirements, etc.

Throughout all phases of development, the program is presented to various internal committees for review and approval:

• Academic Leadership Committee (ALC)
• Core SEM
• College Council
• Academic Operations Committee (AOC)
• Academic and Student Affairs (ASA)
• Board of Governors (BOG)

New programs require validation or approval by the Credential Validation Service (CVS) for non-degrees or the Post Secondary Education Quality Assessment Board (PEQAB) for degrees. CVS and PEQAB are both arms-length quality assurance organizations to the Ontario Ministry of Colleges and Universities (MCU).

Upon review and approval of the proposed program, program administrators develop an action plan that respond to internal and external recommendations.