Launching or expanding a health professions program can create significant opportunities for an institution. It can also require substantial investments in faculty, curriculum, clinical education, accreditation, infrastructure, and ongoing operations.
For university leaders, the question is not simply whether there is demand for a program.
It is whether the institution is positioned to deliver that program successfully and sustainably.
Before moving forward, leaders should evaluate three potential paths: build internally, partner for additional capabilities, or pause until the institution is better positioned for growth.
What Should Universities Consider Before Launching a Health Professions Program?
A strong growth opportunity on paper does not automatically mean an institution is ready to execute it.
Before committing to a new or expanded program, leaders should consider factors such as:
- Institutional strategy and priorities
- Market and student demand
- Accreditation requirements and timelines
- Faculty capacity and expertise
- Curriculum development needs
- Clinical education resources
- Financial investment and sustainability
- Technology and operational infrastructure
Evaluating these areas together can provide a more realistic picture of institutional readiness.
When Should a University Build a Program Internally?
Building internally may make sense when an institution already has the expertise, resources, infrastructure, and capacity needed to develop and operate the program.
But leaders should evaluate more than whether internal development is technically possible.
They should also consider the time, resources, and organizational capacity required to move from concept to implementation while maintaining academic quality and supporting existing priorities.
The question becomes: Does building internally represent the strongest use of institutional resources?
When Should a University Consider a Strategic Partner?
Partnership can provide another path when an institution has a strong strategic opportunity but needs additional capabilities or capacity to execute it.
Depending on the program, a partner may support areas such as program development, curriculum, accreditation planning, faculty support, implementation, technology, or ongoing operations.
The decision to partner should begin with a clear understanding of what the institution already does well and where external expertise or infrastructure could strengthen execution.
A successful partnership should extend institutional capabilities rather than replace the academic expertise and leadership that define the program.
When Is Pausing the Right Strategic Decision?
Not every promising program opportunity needs to move forward immediately.
An institution may identify strong market demand but lack the faculty, clinical capacity, financial resources, accreditation readiness, or operational infrastructure required for sustainable execution.
In those situations, pausing can create time to address gaps before committing significant resources.
The important distinction is between abandoning an opportunity and determining what must be true before the institution is ready to pursue it.
Frequently Asked Questions
How do universities determine whether to launch a new health professions program?
Institutions should evaluate strategic alignment, market demand, accreditation requirements, faculty and clinical capacity, financial sustainability, infrastructure, and implementation needs before deciding whether to move forward.
Should universities build health professions programs internally or work with a partner?
The appropriate approach depends on the institution’s existing capabilities, resources, timeline, and strategic objectives. Leaders should identify which capabilities already exist internally and where external support could strengthen execution.
Why might a university pause a new program launch?
Pausing may be appropriate when important elements such as faculty capacity, clinical education resources, accreditation readiness, financial sustainability, or operational infrastructure need further development.
Watch the Webinar
Deciding whether to build, partner, or pause requires more than identifying a promising market opportunity.
In Build, Partner, or Pause: A Decision Framework for Health Professions Program Growth, Strelis™ explores how institutional leaders can assess readiness, evaluate their options, and approach program growth with greater clarity.
