Even as online learning continues to grow, an increasing number of universities are reevaluating their relationships with Online Program Managers (OPMs) and opting to bring program management capabilities in-house. According to new Validated Insights’ OPM Market Insights report from September 2024, new OPM partnership activity in the United States declined 56.1% from 1H 2023 to 1H 2024, and the percentage of institutions interested in partnering with an OPM fell from 42% in 2019 to just 34% in 2024. With appetite for OPM partnerships waning and a record 147 existing contracts ending in 2023 alone, universities must adopt new principles, practices, and mindsets to successfully navigate the transition to in-house online program management.
Based on our experience at Eduvantis helping institutions carefully assess their “transition readiness” and develop a plan to move away from an OPM, few are fully prepared to know exactly what they need to build in-house to ensure they maintain everything from data capture to high quality student services – which is essential to success. Here are some key considerations we’ve come to realize are essential:
Key Principles for Successfully Managing Online Programs
- Student-Centricity: Prioritize a seamless, high-quality experience for online learners by investing in robust support services and user-friendly technology.
- Strategic Alignment: Ensure the operating model supports institutional goals and priorities. For example, a university with a large online portfolio across multiple disciplines may opt for a centralized structure to drive efficiency.
- Scalability: Design for efficiency and effectiveness at scale as online enrollments grow. This could involve establishing shared services for functions like marketing and admissions operations.
- Flexibility: Build in adaptability to accommodate evolving needs and market dynamics. Dual reporting lines or cross-functional teams can enable agility.
Best Practices for Building Program Capabilities
- Capability Development: Invest in building or enhancing in-house expertise across key functional areas. This may include hiring marketing specialists, instructional designers, and success coaches.
- Process Optimization: Establish clear protocols and streamline workflows to ensure smooth handoffs and minimize errors. For instance, implement SLAs between admissions and advising teams.
- Technology Enablement: Leverage CRM, SIS, and other systems to support end-to-end processes and data-driven decision making. Integrating disparate data sources can provide a 360-degree view of the student lifecycle.
- Performance Measurement: Define KPIs and regularly assess outcomes to drive continuous improvement. Metrics could span enrollment growth, retention rates, and student satisfaction.
Adopting a Forward-Thinking Mindset
- Collaboration: Foster cross-functional cooperation and break down silos. Consider forming an online learning council with representatives from each school or department.
- Innovation: Embrace experimentation and a test-and-learn approach to drive results. Piloting new program formats or marketing tactics can yield insights.
- Accountability: Instill ownership and results-orientation. Tie incentives and performance reviews to online program outcomes.
- Agility: Cultivate responsiveness and adaptability to navigate changing conditions. Stand-up cross-functional “SWAT teams” to quickly address emerging challenges or opportunities.
Equally essential, and perhaps most important, is making sure your institution creates the right organizational structure for how to manage its online portfolio – options range from decentralized and program-focused to centralized models with functional specialists:
- Decentralized & Vertical: Each academic unit manages its online programs independently with dedicated resources. While this enables deep program expertise, it can limit scale efficiency.
- Centralized & Horizontal: All online functions sit within a central unit, with staff specializing by role (e.g., marketing, admissions). This drives consistency and scale but may create distance from academic departments.
- Hybrid Approaches: Certain functions like marketing are centralized while others remain localized. Alternatively, staff may report to both central and program leaders. The right balance depends on institutional context.
As the trend away from OPM partnerships accelerates, adopting these principles, practices, and mindsets – tailored to the university’s unique needs and goals – will be key to success. If you would like to learn more about how to assess your institutional readiness for this type of transition and develop a plan, please contact Eduvantis President, Tim Westerbeck at [email protected].