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History & Innovation

Nothing stays the same for very long at InterEd. Here are a few of the milestones that define our evolution to date.

2006    Added Mission-critical Vendor Management to Executive Services. Leverages InterEd’s understanding of the performance history of popular vendors for lead generation, pre-matriculation, retention, and other services for which outsourcing is increasingly an attractive option. Acting as your close partner, InterEd assists in identifying and grooming the right vendor, aligning and managing the business relationship with your interests, and producing independent objective reports to ensure that the vendor performs to your standards. This service vitiates the university’s need to acquire highly specialized, and difficult to find, personnel for whom capacity utilization will be too low to be cost-effective. This service gains further efficiencies when bundled with other Executive Services.
2005    Added Retention Systems Development to Executive Services. InterEd’s senior managers accept a limited number of partially onsite hands-on engagements (currently two) to develop business rules, role definition, performance standards, metrics, and management systems for retention management in accordance with InterEd’s ARDIS™ (At-Risk Detection and Intervention System). The design goal is to develop self-replicating capabilities that substantially exceed those currently in place in the for-profits. Opportunities to increase revenue and margin through retention are generally higher now than in the past.
2004    Added Front-end Systems Development Services. A limited number of partially onsite hands-on engagements are accepted each year (currently four) to develop business rules, role definitions, performance standards, metrics, and management systems for functions including lead generation, enrollment management, and pre-matriculation services. The design goal is to deploy InterEd's senior team to function as team members and advisors assisting the institution develop sustainable capabilities that function at the level of the for-profits while retaining the institution's historical character.
2004    Added Enrollment Staff Compensation Systems Development. An appropriate compensation plan is essential to a high performing front-end or retention system. InterEd develops and refines compensation plans and supporting collateral for enrollment counselors, their managers, and retention staff. The plans are congruent with the institution's culture, are designed safely inside the Department of Education's safe harbor criteria, and include a detailed review by a respected senior DC legal firm that specializes in higher education. InterEd's compensation plans coalesce HR regulations and motivational constructs and take them to industry-leading levels.
2003    Introduced Executive Retreats for University Decision-Makers. Multi-day, small-group, hands-on, executive planning sessions focused on a single theme per Retreat. These eight person Retreats are held at InterEd North adjacent to the Frank Church National Wilderness area in Central Idaho. Participation is limited to decision-makers in adult-centered and professional higher education. Approximately six Executive Retreats are offered, more or less as InterEd's schedule permits.
2002    Introduced Market-Maker Professional™ Business Development (pre-sales) Service. Many universities are in a better position to arrange for and deliver specialized education than to identify those individuals or organizations in need of it. This service provides pre-qualification and pre-sales support to such institutions. The net effect is more education delivered with fewer staff.
2002    Introduced a family of Performance Improvement and Front-end Analysis services. These services diagnose specific facets of the university's front-end and produce specific recommendations that the university can implement to produce rapid benefits in enrollment and competitive position.
2001    Introduced Market-Maker Professional™ Quick Assessments of Market Opportunity. These services fill the gap between a full SWOT analysis and guesswork related to identifying and launching a new program, market, or platform.
2000    Introduced Market-Maker Professional™ — services providing everything you need to know to mitigate risk and ensure a successful launch of a new program, market, or platform in adult-centered, professional, or continuing higher education.
1999    Assumed full financial and managerial responsibility for The Phoenix Institute and its publications. The Institute is a not-for-profit education policy center.
1999    Reformulated the journal Accountability and Assessment Forum to focus on Innovation and Quality Management in Adult-Centered Higher Education.
1998    Introduced Market-Maker™ Studies to pinpoint and quantify high-value, high-need program and market opportunities for innovators in adult-centered and professional higher education.
1998    Created the corporate subsidiary, Odyssey Education Systems, Inc. to develop and disseminate fully rationalized programs and scalable content to meet the needs for efficient, adult-centered and professional higher education.
1997    Introduced 48 hour turnaround, virtual distribution Level 1 A+ssessment for university, corporate university, and adult-centered higher education programs.
1997    Introduced Level 3 A+ssessment, an in-depth qualitative interview approach to assessing and quantifying impact in adult-centered, professional, and corporate higher education.
1996    Introduced comprehensive multi-trait, multi-method assessment program for assessing learning processes, outcomes and impact for nursing education and allied health care professions. Deployed in 14 colleges of nursing nationwide.
1996    Introduced Critical Thinking-Nursing, the first test of critical thinking skills to integrate affective disposition with decision-under-uncertainty to approximate the nature of realistic professional workplace decisions.
1995    Introduced CyberQ™, the first (and still, only) fully automated assessment systems for the virtual classroom.
1995    Introduced Sperling Goal Fulfillment Assessment™ the first pre/post tool for assessing the education related goals, goal migration, and goal fulfillment of working adult and professional students.
1995    Assumed Apollo Group's managerial oversight of the higher education policy center, The Phoenix Institute.
1994    Introduced comprehensive end-of-course assessment services focused on drivers of learning, impact, and retention-focused satisfaction in the learning environment. Two universities purchased the service before it was launched.
1994    Introduced Comment-Profiling™ — the first semantic analysis and reporting system to bridge the qualitative/quantitative dimension on a practical, highly useful basis. InterEd's first to market and leadership position in this scientific area was deemed sufficient to award a USPTO Trademark for the common terms, Comment Profiling™
1994    InterEd, Inc. was founded by Robert W. Tucker, Ph.D., Senior Vice President for Research and Information Services for the University of Phoenix. Tucker was the architect of UOP’s integrated academic and logistical decision-support system that integrates process, outcomes, and instructional management processes; Tucker also rationalized the University's teaching/learning model and made substantial theoretical and research-based contributions to its soundness.