July 2015

CBE Playbook Summary

Prepared for SXSW

Overview of CBE market

2

Number of institutions offering CBE programs (Eduventures, 2015)

1990 2013 2020

25

150

750

• CBE is a small emerging market with ~200k students, or 1% share of all HE enrollments.

• Flat traditional student enrollments, cost and flexibility benefits, lower development costs, are likely to drive strong CBE program growth, particularly those focused on the working adult population.

• 15%+ CAGR expected - through 2020 to over implies ~500k students at 750 institutions.

500k students

Num

ber

of

inst

ituti

ons

Currently over 150 institutions offer some form of competency-based programming, with as many as 400 institutions now expressing public interest.

Market drivers

3

• Cost of higher education driving demand for lower-priced, more flexible options

• Expanding non-traditional student population who seek open, flexible learning

• Skills gap identified by employers

• Pressure on education institutions from ED and/or other government entities to offer more accessible and shorter education pathways (to a credential) to accommodate non-traditional learners.

• The nontraditional segment is a new and growing market of adult learners with prior skills and experience

Competency-based education directly targets the top 3 enrollment

drivers of adult learners

65%

42% 40%

Percent of respondents, Eduventures 2013

CBE: the challenge is to do it right

4

“For competency-based education to be truly effective, it is essential to move forward on multiple fronts….CBE can produce

unprecedented gains in access, affordability, and student success. The challenge is to do it right.”

- Steven Mintz, Executive Director, University of Texas System's Institute for Transformational Learning, IHE 

Key questions we discuss with our clients

5

1. What is our overall strategy for CBE and how does it fit into our mission?

2. What organizational challenges does CBE present and how do we address them?

3. How does a CBE program differ from traditional models and to what extent should we fit CBE into the present model or redesign a new model?

4. How do we best ensure student success within a CBE framework?

5. What technology and data strategy do we need to support CBE?

6. How can we most effectively coordinate effort among cross-functional teams and responsibilities?

7. What approach to marketing and recruiting will best help us achieve our enrollment and branding goals?

Our CBE playbook organizes the many moving pieces

6

1. CBE strategy and integration

5. Technology &

Infrastructure

4. Student Success

2. Organization

3. Program Development

6. Program Management

7. Marketing and Recruiting

CBE: key functions and activities across work streams

7

Strategy & integration

Strategy development

Project managemen

t

Metrics & Accountability

Executive leadership

Financial modeling

External relations

Accreditation & approvals

Change managementO

rg.

Faculty Development

Curriculum D&D

Delivery Model D&D

Assessment D&DD

ev.

Orientation & Readiness

Retention strategy

Service Processes

PLA & Degree pathways

Succ

ess

Learning infrastructure

Reg & Assessment

mgmt

Data & learning analytics

Retention & support

solutionsTech

Resource planning

StaffingVendor

relationsPartnerships

Tracking & reportingM

gm

t

Marketing strategy

Lead genFunnel

managementRegistration &

advisingEM

8

Plan Design Implement Improve

Organization

Program Development

Student Success

Technology

Program Management

Enrollment Management

Define Outcomes & Program ModelDevelop Competency Framework

Design Competencies, Assessments, & Learning ResourcesInitiate Faculty Development

Track Student ProgressImplement Learning Analytics

Use Data to Implement Continuous Improvement

Engage StakeholdersDefine Business & Financial Models

Engage Change MgtBegin Accreditation ProcessEngage Employers

Engage StakeholdersDefine Business & Program Models

Engage StakeholdersDefine Business & Program Models

Establish Success TargetsDevelop Support Model

Design Mentoring & Coaching ProcessesDevelop and Train Staff

Track Student SuccessImplement Learning Analytics

Use Data to Implement Continuous Improvement

Establish Tech RequirementsAssess Current SystemsIdentify Gaps

Design Solutions and IntegrationsCreate Support SystemsDesign Analytics & Reporting

Procurement and IntegrationDevelopment and Testing

Evaluate Performance for Improvement/ScalingImplement Improvement Plan

Define Org. & Staffing ModelCreate Project Management Plan

Design Prof. DevelopmentCreate Data & Reporting FrameworkDesign Support Strategies using Data

Hire and Train StaffEvaluate & Select PartnersEstablish Mgt. Assessment Framework

Evaluate Performance and ServicesImplement Improvements Based on Data

Define Target Market and SegmentsAssess Market PotentialCreate Enrollment Forecast

Design Market StrategyDesign Marketing Messages & MaterialsEstablish Enrollment ProcessDevelop Staff Training

Hire and Train StaffMeasure Lead Gen and Conversions

Evaluate Performance Against ForecastImprove Results based on Data

Work stream planning across the CBE lifecycle

How we use the CBE playbook to help our partners

9

1. Understand the scope work required upfront for different types of CBE programs

2. Align project management on campus to speed time to launch and avoid pitfalls

3. Ensure there are no surprises / missing components

4. Evaluate the range of options available (customized to your institution)

5. Model out different scenarios prior to adoption (business analytics & financial modeling)