This course introduces participants to the conceptual foundations, behaviors and mindsets of entrepreneurship and innovation. The course provides the theoretical foundations and contexts within which innovations and new ventures contribute to economic activity and an introduction to the tools and frameworks used to identify new venture opportunities and potential innovations. It also provides an opportunity for participants to consider how entrepreneurship and innovation processes may impact their future careers. The course is delivered in the form of seminars supported by readings, cases, exercises and individual and team assignments.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. Describe basic concepts underlying the domain of Entrepreneurship and Innovation
2. Identify problems, challenges, needs, opportunities for the use of innovation in existing organisations and in new ventures
3. Critique the tools and frameworks used in innovations and new ventures
4. Evaluate ideas, relationships, resources and networks by engaging E&I 
5. Integrate concepts and theories with real cases of E&I 
6. Reflect on the personal significance of E&I in their future careers

Research-Led Teaching

The content of this course builds upon extensive experience in the strategic management of applied research and extensive involvement in practitioner-led research aimed at improving the effectiveness of the management of technology-based innovation, with a particular focus on the challenges of business model innovation in established firms; management of major/radical innovation; management of high-uncertainty R&D projects; open innovation networks; and, commercialization of major inventions from public research institutes.

Field Trips

There are no field trips in this course.

Additional Course Costs

There are no additional class costs expected in this course.

Examination Material or equipment

Take Home Exam: This will be set in the exam period.

See Assessment Task 5.

Pre-Reading Assignment 2 - Final.

Required Resources

Weekly online pre-reading material will be provided through the Wattle course site.

Recommended Resources

A list of recommended reading will be provided through the Wattle course site and will be available online (except in limited circumstances where hardcopy only exists)

Staff Feedback

Feedback will be provided continuously through in-class discussions each week. Short case study discussions and workshop exercises will give course participants the opportunity to regularly appraise and apply their knowledge.

Assignments on the weekly pre-readings, due in weeks 6 and 12, will give course participants the opportunity to gauge their understanding of concepts introduced in weeks 1- 6 and weeks 7 - 12, respectively.

 A quiz, taken online following seminar 6, will give course participants the opportunity to gauge their progress against the course learning outcomes. 

 An essay, due in Week 11, provides the opportunity for course participants to apply evidence-based analysis to a topic in entrepreneurship and innovation.

Feedback on all written assessments will be provided within three weeks of submission date.

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Class Schedule

Week/Session	Summary of Activities	Assessment
1	Course Introduction + Assessment OverviewTeam FormationClient Presentations and Team AllocationsMODULE 1: INNOVATION - IntroductionThe nature of innovation and why and how innovation and entrepreneurship are important for firms. The concept of a dominant design Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading: (1) Marsili & Salter, ‘Inequality of Innovation: skewed distributions and the returns to innovation in Dutch manufacturing,’ Economics of Innovation and New Technology, Vol. 14, No. 1-2, pp. 83-201. Read sections 1, 2.2, 2.3, 2.4 and 5 only and answer the following question in 100 words or less:Pre-reading (2) George Castellion and Stephen Markham, New Product Failure Rates: Influence of Argumentum ad Populum and Self-Interest, Journal of Product Innovation Management, Vol. 30 (2013), No. 5, pp. 976 - 979.
2	Types and sources of innovationNovelty, the role of search and framing in innovation, and various types of innovation. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading: Benner & Tripsas, ‘The influence of prior industry affiliation on framing in nascent industries: the evolution of digital cameras,’ Strategic Management Journal Vol. 33, pp. 277-302 (2012)
3	Uncertainty and learningThe concept of uncertainty and the relationship between novelty, uncertainty and innovation. The importance of learning through both testing and discovery in an environment of inherent uncertainty. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading: Rice et al., ‘Implementing a Learning Plan to Counter Project Uncertainty,’ MIT Sloan Management Review, Vol. 49, No. 2, pp. 54 –62 (Winter 2008)
4	Innovation ecosystemsFactors influencing the rate of adoption of innovations and the concepts of the innovation ecosystem, the path to impact, adoption chain risk and complementary innovation risk. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading: J. F. Li, & E. Garnsey, ‘Building joint value: Ecosystem support for global health innovations’, in R. Adner, J. E. Oxley, & B. S. Silverman (Eds.), Collaboration and competition in business ecosystems. Advances in Strategic Management, Vol. 30, pp. 69 – 96 (2013)
5	Capturing Value from InnovationHow organisations capture value from innovation, including the role of complementary assets and business models as mechanisms for the creation and appropriation of value.Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-Reading: Chesbrough & Rosenbloom, ‘The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies’ Industrial and Corporate Change, Vol. 11, No. 3, pp. 529-555 (2002) Assessment Due: Pre-Reading Assignment 1DUE: Friday 1st September 2023The first pre-reading assignment, worth 10% of the course assessment, is to be submitted to Turnitin in accordance with the assessment instructions.
6	The Innovative OrganisationThe ambidextrous organisation and how organisations build the capability for continuous innovation. Key concepts introduced in the innovation module will be reviewed.Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading: Tushman & O’Reilly III, ‘Ambidextrous organizations: Managing evolutionary and revolutionary change,’ California Management Review, Vol. 38, No. 4, pp. 8 –30 (Summer 1996). Assessment item: Draft Business Development RoadmapDUE: Friday 1st September 2023 @ 23:59 AESTIn Week 1, course participants will be allocated a Canberra or ACT regional Business to work with. This first draft will provide a general guide for the overall Roadmap to be presented in week 12 to the client for review and grading by the lecturer. It is worth 20% of the course assessment.
7	MODULE 2: ENTREPRENEURSHIPEntrepreneurship and Economic Growth. The role of entrepreneurship in the growth and transformation of regional and national economies. In periods of major technological and structural change entrepreneurs have a key role in discovering and developing new directions of value creation. The key players in the creation of new ventures, the roles of networks, relationships and knowledge-flow and how entrepreneurial ecosystems function will also be covered. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading: Stevenson, H., & Jarillo, C. (1990). A paradigm of entrepreneurship as a field of research. Academy of management review, 3, 45-57;
8	Opportunities (in-house and new ventures)How opportunities are identified, discovered or created and assessed; and where new ventures come from. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading:a) Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization science, 11(4), 448-469;b) Alvarez, S. A., & Barney, J. B. (2007). Discovery and creation: Alternative theories of entrepreneurial action. Strategic entrepreneurship journal, 1(1-2), 11-26.
9	Stakeholders, relationships, networks and resourcesThe key players in the creation of new ventures - both in-house and independent start-ups. The roles of networks, relationships and knowledge-flow and how entrepreneurial ecosystems function will also be covered. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading:Spigel, B. (2017). The relational organization of entrepreneurial ecosystems. Entrepreneurship Theory and Practice, 41(1), 49-72.
10	Business ModelsDesign-thinking and new venture concept development processes, including customer engagement, shared value and the Business Model Canvas as a holistic venture design tool. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading:Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of management, 37(4), 1019-1042.
11	Building and communicating the caseProcesses for assessing the feasibility of a new venture, for planning and negotiating access to resources, and different approaches to building the case for implementation of a new venture - either in-house or as an independent start-up. Dual-delivery seminar consisting of lecture sessions, discussion questions, discussion of pre-readings and in-class exercises.	Pre-reading:Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures?. Strategic management journal, 24(12), 1165-1185. Assessment Item: Final Business Development RoadmapThe final Roadmap is worth 20% of the final grade of the course. The assessment is to be submitted via Turnitin in accordance with the assessment instructions that will be provided in Week 1 along with all the other details for this project.DUE: Friday, 20th October 2023 @ 23:59 AESTFirm feedback, reviews and commentary will follow in the Week 12 seminar.
12	Presentations	Final Roadmap - Client Presentations:Final presentations to the clients will be conducted in the Seminars with Client Q+A sessions: Thursday 26th of October 5pm-7pm AEST. The final Roadmap is worth 20% of the final grade of the course. Assessment item: Pre-reading assignment twoThe second pre-reading assignment, worth 10% of the course assessment, is to be submitted to Turnitin in accordance with the assessment instructions.DUE: Friday, 27th October 2023 @ 23:59 AEST

Tutorial Registration

This course will be delivered in a 2 hour Seminar format, Tutorials and Workshops will be incorporated as part of these sessions. All discussions, Activities and Groupwork Assignment Advice will be conducted in the Seminar.

Assessment Summary

Assessment task	Value	Due Date	Return of assessment	Learning Outcomes
Business Development Canvas (5%)	5 %	10/08/2023	17/08/2023	2,3,4
Pre-Reading Assignment 1 (10%)	10 %	20/08/2023	01/09/2023	2,3,4,5
Draft Business Development Roadmap (20%)	20 %	01/09/2023	18/09/2023	1,2,3,4,5
Final Business Development Roadmap (20%)	20 %	20/10/2023	02/11/2023	2,3,4,5,6
Final Client Presentation (25%)	25 %	26/10/2023	02/11/2023	2,3,4,5
Take Home Exam: Pre-Reading Assignment 2 (20%)	20 %	07/11/2023	30/11/2023	1,2,5,6

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details

Policies

ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

• Student Assessment (Coursework) Policy and Procedure
• Special Assessment Consideration Policy and General Information
• Student Surveys and Evaluations
• Deferred Examinations
• Student Complaint Resolution Policy and Procedure

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.

Participation

The are no participation requirements; however attendance at seminars is expected in line with "code of Practice for Teaching and Learning", clause 2 paragraph (b)

Examination(s)

Take Home Exam: This will be set in the exam period.

See Assessment Task 6.

Pre-Reading Assignment 2 - Final.

Assessment Task 1

Business Development Canvas (5%)

Business Development Canvas

Weighting: 5%

Student Groups of four (4), groups are asked to form themselves before or in the week 1 Seminar.

Any remaining students will be placed in a group by the convenor an the beginning of Week 2.

They will be assigned to a Canberra based business or Public Service entity for the Semester.

Groups will be assigned clients in Week 1, and each company / department will present themselves to the students at the beginning of the Semester for an opening Q+A session, and for approx. one hour each week for relevant Q+A discussions.

Details of task:

To complete a Business Model Canvas (BMC) of the firm

Details of the BMC marking criteria and outlines will be available from week 1 on Wattle.

Each firm outline their companies, issues and areas to focus on to students in Week 1.

Format: The structure of the BMC is identical regardless of industry and growth stage of the firm.

The outline would be focused around these strategic areas:

Analysis of the external environment in view of the students' own capabilities and interests.

Analysis of stakeholders and potential opportunities to deliver value.

Description of the primary customer segment/s for the venture.

Identification of the channels, key activities, resources, and potential partners required to deliver value to the primary customer segment/s ;

Description of the pricing strategy for the venture's value proposition, including feedback from potential customers.

Use of the business model canvas to integrate the previous sections and describe the venture.

Word Count:

200 words +/- 10%. in addition to the completed BMC from wattle.

NO penalty for going over the word count, although assignments over 500 words will not be read.

Dot point ideas and suggestions are acceptable, and diagrams, models and charts do not count towards the word count.

Submission date: Friday 10th of August, 23:59 AEST.

Reports should be uploaded to Turnitin.

Return of assessment: 17th of August on wattle and in class consultations.

Discussions with Q+A in the Week 4 Seminar (17th August).

Marking Criteria: A detailed rubric will be made available on the course Wattle site from Week 1.

Late submissions: will receive a penalty of 5% per working day or part thereof.

Assessment Task 2

Pre-Reading Assignment 1 (10%)

Assignment on the weekly pre-readings for the innovation module

Weighting: 10%

Two questions about any of the required readings in weeks 1 to 4

Word Count: 500 Words +/- 10% (approximately 250 words per question). A penalty of 10% will be applied for every 50 words increment outside of the limit.

Questions posted on Wattle Monday 14th August @ 9:00am AEST

Marking criteria for the pre-reading assignments will be available on the Wattle course site by the Monday of week 4 (14th August same time as the assessment).

Submit: On the Wattle course site for via Turnitin.

Late submissions are not accepted. 5% per working day or part thereof, as school policy. If you are unable to submit on time you should apply for an extension.

Due: Sunday 20th August @ 23:59 AEST

Return of Assessment: Two weeks after submission (Friday 1st September), with additional feedback and comments in week 6 Seminar.

Assessment Task 3

Draft Business Development Roadmap (20%)

Draft Business Development Roadmap

Weighting: 20%

Student Groups of four (4), groups are asked to form themselves before or in the week 1 Seminar.

Any remaining students will be placed in a group by the convenor an the beginning of Week 2.

They will be assigned to a Canberra based business or Public Service entity for the Semester.

Groups will be assigned clients in Week 1, and each company / department will present themselves to the students at the beginning of the Semester for an opening Q+A session, and for approx. one hour each week for relevant Q+A discussions.

Details of task:

To design a Roadmap of firm specific objectives (to be outlined by each client, not set by the course).

Although the structure and presentation of plans would vary based on industry and growth stage of the firm, relevant areas will be divided into a Business Model Canvas (BMC), and these various fields are to be discussed in detail during the Semester. A draft would be due in Week 6, to allow student to gain insights from both the lecturer and teaching staff, as to what to add, and how to improve before the final submission. Details of the marking criteria and outlines will be available from week 1 on Wattle. Each firm outline their companies, issues and areas to focus on to students in Week 1.

Format: The structure of plans would vary based on industry and growth stage of the firm. The outline would be focused around some these strategic areas:

Analysis of the external environment in view of the students' own capabilities and interests.

Analysis of stakeholders and potential opportunities to deliver value.

Description of the primary customer segment/s for the venture.

Identification of the channels, key activities, resources, and potential partners required to deliver value to the primary customer segment/s ;

Description of the pricing strategy for the venture's value proposition, including feedback from potential customers.

Use of the business model canvas to integrate the previous sections and describe the venture.

Word Count:

1000 words +/- 10%. NO penalty for going over the word count, although assignments over 1000 words will not be read. Dot point ideas and suggestions are acceptable, and diagrams, models and charts do not count towards the word count.

Submission date: Friday 1st of September, 23:59 AEST.

Reports should be uploaded to Turnitin.

Return of assessment: 18th of September. Feedback will be provided via Wattle, and discussion with Q+A in the Week 7 Seminar (21st September).

Marking Criteria: A detailed rubric will be made available on the course Wattle site from Week 1.

Assessment Task 4

Final Business Development Roadmap (20%)

Final Business Development Roadmap

Weighting: 20%

Word Count: 2000 words +/- 10%. A penalty of 10% per 200 words over or under this limit will be applied. Diagrams, models and charts do not count towards the word count. Appendix will also not be included in the word count.

Details of task: This is the Final Business Development Roadmap will be forwarded to the firms that you have been working with over the Semester. Along with the lecturer they will provide a qualitative rating of the plans and assist in providing real world feedback / not grades in Week 12 Seminar to enhance your learning and experience of dynamic entrepreneurial and innovative environments. These plans should reflect the original draft design with added material and efforts throughout the second half of the semester. More details will be provided on Wattle in Week 1.

Recommended Final Structure:

A detailed rubric with clear outline will be provided in week 1, although each will differ based on the circumstances and requirements of the clients, some additions to this final roadmap proposal could be useful such as:

Organisational Plan: Vision, Mission and values of the venture; Key Activities for the venture; roles, responsibilities and suitability of the team; recruitment strategy to attract additional team members; and strategy to establish Key Partnerships.

Marketing Plan: Customer segments identified and quantified, with a clear Value Proposition for each; competitive analysis; positioning strategy, including Channels and Relationships; and evidence of validation and use of feedback to improve the venture.

Financial Plan: Key Resources required for the venture; clear budget based on credible sources; pricing strategy for each customer segment; financial projections based on logical assumptions; and identification of potential sources of funding.

Growth Plan: High-level plan for the first six months of operations; identifies growth markets and expansion opportunities; valuation and investor offer; harvest and exit strategies.

Submission date: Friday 20th of October @ 23:59 AEST. 

Failure to submit: May prevent the students from attending the presentations on 26th of October, and an alternative date and time will be set.

Return of assessment: Thursday 2nd of November, live feedback from clients and ACT trade representatives (in the Week 12 Friday Seminar, 5-7pm).

Marking Criteria: A detailed rubric will be made available on the course Wattle site from the beginning of semester.

Assessment Task 5

Final Client Presentation (25%)

Team Presentation

Weighting (25%)

Details of the Presentation:

This assessment focuses on the presentation of their roadmap (AT3)

Each week is designed to add more and more to the Plan / Roadmap

This team-based task will also draw upon the skills, experience and interests that students have acquired throughout their degrees and personal backgrounds.

Using each lecture and the seminar advice sessions, students will go through the process of conceiving, developing and obtaining early validation for the venture they have been assigned.

They will then complete a report that incorporates the key elements of a business plan, outlining recommendations as part of a roadmap.

Time limit: 5 mins presentation + 5 mins Q+A

Requirements / Outline:

A detailed rubric will be made available on the course Wattle from Week 1:

It is recommended that students present the more refined BMC recommendations to the clients as time permits.

Recommendations to lower risk in the external environment.

Recommendations for new / or a different combination of stakeholders and potential opportunities to deliver value.

Recommendations for new / or a different primary customer segment/s for the venture.

Recommendations for new / or a different channels, key activities, resources, and potential partners required to deliver value to the primary customer segment/s ;

Recommendations for new / or a different pricing strategy/ies for the venture's value proposition, including feedback from potential customers.

Submission date: The report will be presented in week 12, Thursday 26th of October, in from of a panel of Angel Investors.

This practice is common in the business world, and will aid students in rethinking the design of their original plans.

Marking Criteria: A detailed rubric will be made available on the course Wattle from Week 1

Return of Assessment: 2nd of November 2023, along with feedback from the final plan (AT4)

Assessment Task 6

Take Home Exam: Pre-Reading Assignment 2 (20%)

Assignment on the weekly pre-readings for the entrepreneurship module

Weighting: 20%

Two questions about any of the required readings in weeks 5 to 11

Word Count: 1000 words +/- 10% (approximately 500 words per question). A penalty of 10% will be applied for every 50 words increment outside of the limit.

Task: Questions posted on Wattle Thursday 2nd of November @ 9:00am AEST

Marking criteria for the pre-reading assignments will be available on the Wattle course site by the Monday 14th of August 2023.

Submit on the Wattle course site for via Turnitin.

Late submissions are not accepted. Per examination policy we are not able to allow extensions for Exams. If student are unable to submit, they will need to apply for a deferred examination.

Due: Tuesday 7th of November @ 23:59 AEST

Return of Assessment: after release of final grades on 30 November 2023

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Hardcopy Submission

For some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.

Late Submission

No submission of assessment tasks without an extension after the due date will be permitted. If an assessment task is not submitted by the due date, a mark of 0 will be awarded.

All requests for extensions to assessment in RSM courses must be submitted to the RSM School Office with a completed application form and supporting documentation. The RSM Extension Application Form and further information on this process can be found at https://www.rsm.anu.edu.au/education/education-programs/notices-for-students/extension-application-procedure/

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Returning Assignments

See the descriptions of assessment tasks.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

Unless specified otherwise in the assignment requirements, resubmissions are permitted up until the due date and time, but not allowed afterwards.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).

• ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
• ANU Diversity and inclusion for students with a disability or ongoing or chronic illness
• ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
• ANU Academic Skills and Learning Centre supports you make your own decisions about how you learn and manage your workload.
• ANU Counselling Centre promotes, supports and enhances mental health and wellbeing within the University student community.
• ANUSA supports and represents undergraduate and ANU College students
• PARSA supports and represents postgraduate and research students