Post-OPM Strategy: Invest in Staffing and Resources

Preface: The OPM landscape is shifting, and it is not my intention to cast OPMs or the decision to partner with them as good or bad. The purpose of this article is to present neutral information senior-level leaders may want to consider when making decisions regarding their online strategy.

My first article provided an overview of 7 Key Elements to Guide a Post-OPM Strategy. This is the sixth part in the series where we discuss staffing and resource allocation. 

When our university decided to insource our online learning operations after ending our relationship with an online program management (OPM) vendor, we knew significant investments would be required – especially in staffing and resources. While OPMs provide turnkey services, bringing those functions in-house necessitates building a team from the ground up.

At the beginning, our goal was ensuring continuity of service for our students. We established a six-month transition timeline, prioritizing the most critical areas like marketing, admissions, instructional design, and student advising. Staggering this process allowed us to thoughtfully scale our staffing needs while minimizing disruptions.

Our first hire was an assistant director to build out our online admissions. We knew the processes and tactics used in traditional admissions wouldn't suffice for our growing online population. This role was vital in developing streamlined communication flows, removing barriers to admission for marginalized students, and fostering a customer service-oriented mindset.

Next, we invested in our instructional design capacity, bringing on additional designers to support new program launches and ongoing course development needs. Our academic advisors are key to the student experience, so we moved quickly to hire a dedicated online advisor to nurture student relationships and connect them with university resources.

Approximately 18-months in, our initial insourced staff included three admissions counselors, two instructional designers, and one academic advisor – a sizable investment. This team seamlessly picked up where our OPM left off, ensuring no lapse in services for our online students.

In terms of technology, we leveraged existing tools like our customer relationship management (CRM) system, learning management system (LMS), and student success platforms. We also made strategic investments in system integrations, automation tools, collaboration software, and more to empower our team and students.

In many ways, this transition mirrors any start-up business venture. You need the right people and the right tools. It requires an entrepreneurial mindset, continuous improvement, and a focused student-centered approach.

Three years in, our insourced online learning unit is thriving with a portfolio of 16 programs and over 400% enrollment growth. More importantly, we've fostered a collaborative culture focused on delivering premium experiences for our students and faculty.

I would be lying if I said this process is without its challenges, but investing in your people and enabling them is critical when insourcing. Yes, it requires upfront costs, but the long-term payoffs in terms of brand control, increased revenue, and student satisfaction are immense. If you're considering a similar transition know you are making at least a two-year commitment. Make strategic investments so staffing and resources start to pay dividends right from the start.

So where are you on your OPM-journey? I would love to hear from similar institutions.

Let’s connect, I promise I’ll pick up the phone (or zoom call). jeremiah@fractionalcolo.com