ExploreTufts seeks to maximize the impact of and enrollment in “non-traditional” education programs offered at Tufts. The initiative aligns with the University’s strategic emphasis on revenue-generating programs while working closely with academic leaders to sustain the educational values and characteristics that make Tufts unique.
Key Initiatives and Programs
- Program and Portfolio Management - Develop a program portfolio management solution and associated workflows that facilitates the prioritization and planning of new academic programs. Provide the University with expertise and technology to support a structured, collaborative work flow for the collection, review, and approval of new program proposals. Key capabilities to include a repository for program materials, and a workflow for tracking and managing program proposals.
- Conversion & Enrollment Management - Create a digital portal enabling Tufts to compete effectively in an increasingly competitive non-traditional education marketplace. Using Destiny1, Kafka, and Drupal, provide an engaging experience for prospective students to discover and enroll in Tufts’ growing portfolio of non-traditional education offerings. Portal capabilities include search of course offerings, interaction with program coordinators, seamless registration and payment.
- Customer Relationship Management (CRM) Version 1 - Implement a CRM platform that supports effective marketing, interaction, and ongoing engagement activities with prospective, current, and former students of Tufts’ non-traditional academic programs. Integrate the CRM platform with select Tufts systems to enhance our ability to analyze and identify actionable opportunities for improving and expanding our offerings. Capabilities to include student profiles, workflow, analytics, and records of key interactions and experiences. The business needs of University College will provide the first use case for version 1, which be designed with extensibility to accommodate the needs of other schools and business units in future phases.
- Supported the expansion of Summer Session Online and the development and launch of several new online graduate certificate programs across our schools. This showed 50% growth in course offerings, 80% increase in enrollment from last year (projected), with a projected gross revenue of 1.68 million this summer (600 enrollments * $2800).
- Developed a shared-services and associate business model for online program development, instructional design, course delivery, and course assessment. This central shared-service model provides an alternative or supplement to OPM-supported online courses and programs. The model includes structured, online course development process based on Quality Matters (an industry best-practice for program and course development), overseeing virtual proctoring services, developing documentation for faculty, and the deployment of a staffing model for designing, building and delivering accessible online courses (e.g.: video production, closed captions, transcripts, instructional design).
- Oversee an extensible, shared, technology infrastructure to support the growth of non-traditional academic programs. Supported the development and/or launch of seven new online graduate certificate programs across several different schools (Nutrition for Industry Professionals and Entrepreneurs, Global Nutrition Programming, Early Childhood Technology, Urban Justice and Sustainability, Fundamentals of Clinical Care Research, Teaching the Great Diseases, Occupational Therapy for School-Aged Children).