Christopher Newport University

Dr. Sean Heuvel

Trends and Driving Forces behind New Program Development

A big part of my job involves developing new programs at the graduate and continuing education level for the university. Along with that comes the necessity to formulate new admissions and recruiting plans to support these new programs and help them thrive.

There are two primary reasons for developing new programs. One is to support our university’s strategic plan, which includes strengthening our role as a valuable community partner. We actively assess community needs and provide support within our capabilities. In addition to this, we aim to stay ahead of higher education trends. While our undergraduate enrollment remains strong, expanding into the graduate and continuing education space is essential for sustaining long-term institutional growth.

Highlighted Programs and their Implementation

One program we are particularly excited about is LEAD Higher, an advanced leadership training initiative for area professionals and executives. Developed in partnership with the Virginia Peninsula Chamber of Commerce, this program addresses a community-identified need for leadership development. It is a noncredit-based program that meets once a month and culminates in a microcredential.

"For professionals in graduate and continuing education, flexibility and an open mind are crucial. Some of the best program ideas come from unexpected sources.​"

The development of new programs is driven by two main sources of information: market research and direct feedback. We work with higher education consulting firms to analyze demographic and regional trends, identifying suitable program opportunities. Along with this, we gather input from students, industry professionals and anecdotal observations about emerging educational needs. We also consider state and federal enrollment trends to pinpoint areas with high workforce demand but limited academic programs.

Key Considerations in Admission and Recruitment Strategies

Developing new programs requires a wellstructured admissions strategy based on four key principles:

1. Knowing the Market: Engaging with the local professional community is crucial. I participate in local chambers of commerce and business advisory boards to gain insight into workforce needs. Community buy-in is essential for the success of new programs.

2. Understanding the Target Audience: Recognizing whether a program is geared towards recent graduates or working professionals helps shape recruitment strategies. The approach for targeting working professionals differs from that for younger students transitioning directly from undergraduate studies.

3. Determining the Learning Modality: While our university takes pride in in-person education, we recognize the growing demand for online learning, particularly among working professionals. We carefully evaluate whether new programs should be offered in-person, online, or in a hybrid format, as this decision significantly impacts recruitment strategies.

4. The Importance of Collaboration:

Successful program development requires cooperation between faculty, marketing teams, accreditation officials and administrative staff. Different stakeholders often have competing priorities, so alignment is essential to ensure a program’s success.

Future Directions and Professional Insights

We anticipate focusing on technologydriven programs such as cybersecurity while expanding our leadership development offerings for professionals. Micro-credentials are another area of interest, as they provide targeted skillbuilding opportunities. Our approach is to thoughtfully evaluate new programs to ensure they align with our institutional mission and expertise rather than relying on a trial-and-error strategy.

For professionals in graduate and continuing education, flexibility and an open mind are crucial. Some of the best program ideas come from unexpected sources. It is important to remain adaptable and receptive to new opportunities that can drive institutional and professional growth.