Two programs, one principle: designing programs for service members

Two programs, one principle: designing programs for service members

By Anne M. Kress, PhD, President, Northern Virginia Community College

Northern Virginia Community College (NOVA) has six decades of experience serving a diverse student body, including military service members and veterans, and recently we challenged ourselves to be more responsive to the changing needs of the members of our military community. We started offering programs built around the new realities of military life and that commitment to responsiveness led to two programs. One is designed for active-duty sailors and marines and offers asynchronous coursework with wraparound support that address the unpredictability of military schedules. The second prepares veterans and service members transitioning to life outside the military for careers in the rapidly expanding data center industry. 

NOVA’s transformational partnership with the U.S. Naval Community College (USNCC) launched in spring 2021 to provide an opportunity for active-duty sailors and marines to study cybersecurity. Nearly 100 students began working toward an applied associate degree with the possibility of earning three career studies certificates along the way. Given the unpredictability of military life, the program is offered through NOVA Online (NOL), NOVA’s remote learning platform, meaning that it is asynchronous and fully remote. Thus, students can stay on their degree paths no matter how often their duty station changes. 

What makes the program truly responsive is the support NOVA has built around the curriculum. Salesforce-based tracking tools, developed specifically to support USNCC students, generate weekly reports on enrollment, course performance, and at-risk indicators. Automated alerts go out the moment a student’s performance dips, and a third week of concern triggers a direct phone call. To meet the needs of students serving the country on the other side of the world, NOVA had to forge and maintain relationships with them, not just offer courses. A dedicated team provides hands on oversight and management.

The second program, AWS Duty 2 Data Center, exemplifies NOVA’s commitment to building high impact pathways that connect learning to earning. Northern Virginia is home to the largest concentration of data centers in the world; veterans — disciplined, technically skilled, and mission-focused — are a natural fit for these employers.

Launched in fall 2025 with a grant from Amazon Web Services (AWS), the first Duty 2 Data Center cohort brought together 20 veterans and three active-duty service members, representing every branch of the military. Students completed 11 credits and an OSHA-10 general industry and construction certification, and 96% moved directly into full-time work following the program. A second cohort of 23 veterans just launched, and a third is being planned for fall.

What has made Duty 2 Data Center so successful? Proximity and trust. Because courses were held on campus, NOVA faculty and staff saw students regularly and advocated for them. When barriers emerged beyond the classroom — housing instability, transportation gaps, financial emergencies — NOVA was there to help. Building in the capacity to address the holistic needs of our learners is not a nice-to-have. It is what transformational completion requires.

For policymakers, the ask is straightforward. Programs like USNCC and Duty 2 Datacenter required new technology infrastructure, specialized support teams, and emergency wraparound funding — none of which traditional higher education budgets are built to provide. If the educational promise made to those who serve is to be taken seriously, federal and state investment must be as reliable as the commitment military students make to our country every single day. The talent is here. The demand is here. What these programs need now is the policy foundation to scale — so that NOVA and all our nation’s community colleges can keep doing what we do best: proudly serving as economic changemakers, transforming individual lives while strengthening entire regions by providing the career-ready talent needed today and tomorrow.

Expanding Opportunity for Those Who Serve

Expanding Opportunity for Those Who Serve

Expanding Opportunity for Those Who Serve

Why it matters

Military learners balance service, family, and education under extraordinary conditions.

Higher education policy must reflect that reality.

The challenge

Military learners face:

  • Frequent relocations
  • Unpredictable schedules
  • Training that isn’t always recognized for credit
  • Complex transfer and enrollment systems

Bottom line

Military learners remind us why student-first innovation matters.

Our job is to build systems that match their commitment with opportunity.

Modernizing Support for Military Learners

Modernizing Support for Military Learners

Modernizing Support for Military Learners

Why it matters

Military tuition assistance has been capped at $250 per credit for over 20 years.

Tuition has nearly doubled.

The impact

  • Fewer institutions can honor the rate

  • Military learners have fewer choices

  • Out-of-pocket costs increase

The reciprocity risk

Service members move and deploy frequently.

Stable reciprocity allows them to stop out and return without losing progress.

If reciprocity weakens, access weakens.

Bottom line

Modernizing tuition assistance is about access, recruitment, and national security.

Education is not just a benefit. It is infrastructure.

ROI Is the New Accountability

ROI Is the New Accountability

ROI Is the New Accountability

Why it matters

Higher education accountability has entered a new phase. Earnings, workforce alignment, and ROI are now central to federal policy.

The change

Through AHEAD rulemaking, the Department of Education implemented:

  • Workforce Pell for short-term programs
  • A new earnings-based accountability test
  • Broader workforce alignment requirements

Congress set the tone: outcomes over inputs.

The new standard

Programs must show graduates earn more three years after completion than they would have without the credential.

Cost no longer factors into the federal test.

The employer opportunity

The traditional funding model is student pays, employer hires.

That model is breaking down.

In sectors like healthcare, employers face workforce shortages and high turnover costs. Redirecting dollars from bonuses and agency labor toward tuition assistance and loan repayment can improve ROI for both employers and students.

Bottom line

ROI is now the dominant lens in higher education policy.

Institutions that lead with workforce alignment and measurable outcomes will be best positioned in this new era.

The Power of Student Leadership

The Power of Student Leadership

The Power of Student Leadership

Why it matters

Student voice is not symbolic. It shapes policy, funding, and institutional priorities in real time.

The story

Josiah Rodriguez, a first-generation college student at San Antonio College, enrolled the same day as his mother, who returned to earn her GED through Alamo Colleges’ adult education program.

Today, he serves as the first student trustee in the Texas system, representing more than 88,000 students across Alamo Colleges.

The impact

As student trustee, he:

  • Serves as a liaison between students and the board
  • Brings student concerns directly into trustee meetings
  • Advocates for wraparound services that support persistence
  • Helped support a fundraiser that raised $140,000 for GED programs

What makes this different

Alamo Colleges invests in systems that remove barriers:

  • Free GED programs
  • Food pantries and grab-and-go meals
  • Childcare support
  • Counseling services
  • Community-based training centers

These services help students stay enrolled, protect Pell eligibility, and complete credentials.

Bottom line

Student-centered leadership is not theoretical. When institutions invite students into governance, the result is stronger policy, stronger support systems, and stronger outcomes.