8. Last updated: April 18, 2017
Goal: Increase adoption of effective, scaled digital learning to improve
student success and institutional efficiency
STRENGTHEN INNOVATIVE
& HEALTHY MARKET
(IMPROVE AVAILABILITY AND
AWARENESS)
1
IMPLEMENTATION
SUPPORT
(INCREASE ADOPTION)
2
BUILD EVIDENCE BASE
(DEMONSTRATE EFFICACY)3
Support creation of an
innovative, healthy, self-
sustaining market for high
quality, affordable
courseware and other
tools/services that enable
scaled online and blended
learning
Provide implementation
support and
implementation scenarios
for institutions seeking to
scale impactful digital
learning
Continue building a
rigorous evidence base
demonstrating impact of
digital learning (improving
outcomes and efficiency)
for low-income, under-
represented minority
students
OUR DIGITAL LEARNING PORTFOLIO HAS 3 FOCUS AREAS
10. Last updated: April 18, 2017
THE PRINT TO DIGITAL TRANSITION IS ONGOING; WE
ANTICIPATE REACHING A “TIPPING POINT” FOR DIGITAL
PHASE 0: [1990’s]
Content: printed texts and
coursepacks are sole content
option
Key players:
• Large publishers are primary
suppliers
• Distribution takes place through
bookstores
Buyer power:
• Student decides to buy new/used
book
• Price set by publishers
• Steady price inflation
PHASE 1: [2000 – 2010]
Content: printed texts and
coursepacks are primary option, e-
texts available for purchase bundled
with print. Digital ancillaries for
homework/practice.
Key players:
• Large publishers are primary
suppliers
• Bookstores are primary channel for
dist., along with emerging e-retail
and rental options
Buyer power:
• Student decides to buy / rent
• Price options include bookstore or
online purchase, or print/digital
bundle configurations (print + digital
for a fee)
• Steady price inflation
PHASE 2: [2006 - 2015]
Content: printed texts maintain
majority share; digital content of
various forms replaces print in
courses, print is increasingly
considered a reference tool
Key players:
• Large publishers compete with
content / tech providers and OER
options
• E-retail / rental are approaching
parity with bookstores
Buyer power:
• Institution may purchase and build
into student fees
• Student decides to buy / rent
• Price options include bookstore or
online purchase, or digital / print
bundle configurations (digital +
print for a fee)
• Moderate price inflation
PHASE 3: [2013 AND BEYOND]
Content: digital resources as primary
core and supplemental content; print
minority share
Key players:
• Breadth of content / tech providers
and OER options
• E-retail / e-rental and direct to
student sales minimize need for
physical bookstores
Buyer power:
• Institution may purchase and build
into student fees
• Student decides to buy / rent
• Price options include digital or
digital + print for a fee; and OER
equivalencies
• Price contraction
DIGITAL CONTENT
TIPPING POINT
11. Last updated: April 18, 2017
SALES OF DIGITAL MATERIALS HAVE GROWN AND ARE PROJECTED TO
CONTINUE TO GROW
Source: PubTrack; Tyton Partners Analysis
Note: Detail on Methodology and Data Sources is provided in “Market Opportunity Analysis” Section
Assuming Continued Growth of Digital Penetration, Digital Materials Sales Are Expected to Grow to 5.3m Units by 2018
2.8M
3.6M
4.2M
4.8M
5.3M
0.0M
0.5M
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
4.0M
4.5M
5.0M
5.5M
2014 2015 2016 2017 2018
Digital Materials Unit Sales, Academic Years 2014 to 2018
Unit Sales Assuming growth from ~20% penetration in
2014 to ~37% penetration in 2018
17% CAGR
Growth in digital sales was calculated by using the 2011-2014 annual growth rate of digital penetration by discipline and applying it forward from 2014 to 2018, assuming a flat total market
size (in unit sales). Digital penetration in a single discipline was capped at 50%
14. Adoptions – October 2016
• NROC members
using EdReady
in 41 states
• Statewide or
Systemwide
adoption in
seven states
15. Our members serve
2.3 million students
from middle school to college
Member institutions nationwide
• 18 statewide secondary, post-secondary,
virtual school, and adult ed systems
• many large secondary and post-secondary
districts
• 300,000 students active in Edready daily
16. 16
Where are we going? Houston Community College’s Z Degree
Initiative as a Illustrative Example
Overview of HCC's digital implementation
Motivation
• Expand access and provide flexibility to
students; boost enrollments
• Provide a more efficient pathway to
completion
Reach and modalities
• ~56K students in Fall 2015
– 50% of student population (~28K) take at
least one course in a digital modality
• Online, mixed modality and face-to-face
courses offered
Operational approach
• Central team (HCC Online) provides
technical and academic support to students
and faculty
• Centralized instructional design team
supports faculty in course development
• Faculty must receive training before they can
teach online
• Organization around workforce disciplines
served by cross-cutting academic units
• Budget is assigned to departments based
primarily on cost of instruction
Best practices contributing to ROI
• Center of Excellence model
– Consistent student experience, with
coordinated delivery of instruction around
centers of excellence and academic units
throughout the system
– Greater cost efficiency by optimizing course
portfolio across the system v. individual
colleges
• Funding of individual colleges based on cost
of instruction
– Enhanced collaboration among colleges
avoiding competition for enrollment; enables
focus on improving quality of instruction and
student experience
• Student and faculty support at scale
– Lean centralized team targets online
students but serves the entire system; very
small incremental cost
• Stable and large-scale online offering
– Lower cost of instructional delivery due to
larger section size
– Faster degree completion and improved
affordability due to flexible access