# Building the Business Case for a Credential Programme *Purpose, value, costs and success measures that a sponsor will approve.* ## About this course **Course ID:** ICB-P21 **Framework alignment:** ICoBC Credentialing Skills Framework (ICSF), skill STRV "Credential strategy and value", VRITE pillar: Value, level L3 "Enable", stage A "Ability". **Who this course is for** - L&D and corporate academy leads - Executive sponsors (CHRO, CLO, CDO) - Programme and micro-credential leads - Professional bodies and sector associations **What you will be able to do** At this level you build the business case for a credential programme in one unit. You define the value for earners, issuer and verifiers, and you propose success measures. **Learning outcomes** 1. Define the problem a credential programme solves and for whom. 2. Estimate costs and benefits for earners, issuer and verifiers. 3. Set success measures and decision points. 4. Present a business case to a decision maker. **Workload:** a workshop of 6 hours notional learning. This file covers the self-paced part. Live and workshop elements are described in facilitator notes. **Prerequisite:** ICB-F01 Digital Badges and Credentials Essentials. **Assessment:** a business case document and a five-minute pitch, assessed by a person with the rubric in this file. The final knowledge check in this file is for your own practice and for the pass rule described below. **Badge:** "Building the Business Case for a Credential Programme (Ability, L3)", alignment code ICSF-STRV-L3-A. | Outcome | Module | How it is assessed | |---|---|---| | 1. Define the problem a credential programme solves and for whom | Problem and purpose | Module quiz, practice activity, problem and purpose section of the business case, knowledge check | | 2. Estimate costs and benefits for earners, issuer and verifiers | Value for three parties; Costs; Benefits and evidence | Module quizzes, practice activities, cost and benefit sections of the business case, knowledge check | | 3. Set success measures and decision points | Benefits and evidence; The case document | Module quizzes, practice activities, success measures and decision points in the business case, knowledge check | | 4. Present a business case to a decision maker | The case document | Practice activity, five-minute pitch assessed with the rubric, knowledge check | > A badge from this course records that you completed practice tasks and an assessed business case in a controlled setting. It does not prove that you can do a job. **How to work through the course** Choose one real or realistic credential programme idea before you start. Use it in every practice activity. By the end you will have the parts of a business case ready to assemble. Numbers in the examples are illustrative. Replace them with your own data. --- ## Problem and purpose ### Why start with the problem A business case answers one question for a sponsor: why should we spend money and attention on this? A credential programme is a means. The problem it solves is the reason. Many proposals start with the means ("we want to issue digital badges") and then look for a problem. Sponsors notice this and ask for the problem first. A good problem statement has four parts: 1. **Who** has the problem. Name the group and, where you can, the size of the group. 2. **What** the problem is, in a sentence a sponsor can repeat. 3. **Evidence** that the problem exists. This can be data, interviews, complaints, audit findings or a gap in the market. 4. **Consequence** of doing nothing. This is what happens if the sponsor says no. A credential is evidence that a person has met a defined standard. It can help when the problem is that skills, learning or achievements are hard to see, compare or trust. It does not help when the real problem is something else, such as poor learning design or a lack of jobs. Say so honestly in your case. Sponsors trust a case that names its limits. ### Purpose in one sentence The purpose of the programme is the change you want to see. Write it as one sentence: "For [group], the programme makes [thing] visible and trusted so that [change]." Example pattern: "For warehouse supervisors, the programme makes leadership skills visible and trusted so that internal vacancies are filled by people who already work here." Check the purpose with two tests. First, can a sponsor picture the change? Second, can you measure it later? If not, rewrite it. ### Skills-based hiring and internal mobility Skills-based hiring and internal mobility are widely discussed in the field, and practice varies from one organisation to another. Credentials can act as the evidence layer in these approaches: they give a hiring manager or a talent team a record of what someone has shown, who assessed it and against which standard. Status of this topic: Established. Do not claim more than this in your case. Describe your own context and your own evidence instead of quoting general claims. ### Problem and purpose at a glance ### Worked example and practice **Worked example: Problem statement in a corporate academy** Context: the corporate academy of a mid-sized logistics company. All numbers are illustrative. - Who: 400 warehouse supervisors and the regional operations managers who fill supervisor and team-manager roles. - What: leadership skills are learned on the job and in short courses, but nobody can see them across sites. Vacancies for team managers are often filled from outside. - Evidence: in the last year, 14 of 20 team-manager vacancies were filled externally (illustrative). Interviews with three operations managers show that they do not trust attendance certificates. - Consequence: recruitment costs stay high and strong supervisors leave for employers that recognise their development. - Purpose: "For warehouse supervisors, the programme makes leadership skills visible and trusted so that more team-manager vacancies are filled by people who already work here." Notice what the example leaves out: it does not mention badges, platforms or technology. That comes later. **Worked example: Problem statement in a training provider** Context: a vocational college that runs a short course in digital marketing. All numbers are illustrative. - Who: about 250 adult learners per year, many changing careers, and the small employers who hire them. - What: learners finish the course, but employers cannot tell what a graduate can actually do, so graduates must prove themselves again at every interview. - Evidence: employer advisory board feedback and a follow-up survey in which 9 of 30 graduates said that employers did not understand their certificate (illustrative). - Consequence: the course loses reputation against competitors that publish clear learning outcomes. - Purpose: "For adult career changers, the programme makes tested digital marketing skills visible and trusted so that more graduates are shortlisted for entry-level roles." **Practice activity: Write your problem statement** 1. Choose your programme idea. 2. Write the four parts: who, what, evidence, consequence. Use two to four sentences each. 3. Mark any part where you have no evidence yet. Write down how you will get it. 4. Write the purpose sentence using the pattern in this unit. 5. Test it: could a sponsor picture the change, and could you measure it later? Keep your text. It becomes the first section of your business case.

Facilitator notes

Workshop time: about 45 minutes. Ask participants to share their problem statement in pairs. The partner plays the sponsor and asks "So what happens if we do nothing?" until the consequence is concrete. Collect examples of weak purposes that describe a tool ("issue badges") and rewrite them as changes. Remind the group that numbers in examples are illustrative and that real evidence needs a source.

### Check your understanding **Question 1.** Which statement is the best problem statement for a business case? [( )] We need to issue digital badges because other organisations do. [(X)] Team-manager vacancies are mostly filled externally because supervisors' leadership skills are not visible or trusted across sites. [( )] The academy should buy a credential platform this year. [( )] Learners like badges and would share them on social media. **** The correct statement names who is affected, what the problem is and implies a consequence. The other options describe a means or a preference, not a problem a sponsor can approve. **** **Question 2.** What is the main reason to state the consequence of doing nothing? [( )] It makes the document longer and more formal. [( )] It shows that the programme will be cheap. [(X)] It shows the sponsor what the decision to say no would cost. [( )] It replaces the need for evidence. **** A clear consequence gives the sponsor a reason to act. It does not replace evidence and it says nothing about cost. **** **Question 3.** A manager says: "Our real problem is that our courses are poor." What is the most honest response in a business case? [( )] Propose a credential programme anyway, because credentials fix poor courses. [( )] Remove the problem statement and focus on technology. [(X)] Say that a credential will not fix course quality, and propose to address that first or alongside. [( )] Argue that credentials make the problem invisible. **** A credential makes achievement visible and trusted. It does not improve learning design. Naming the limit builds trust with the sponsor. **** **Question 4.** Which sentence is the best purpose statement? [( )] The programme will be launched in the spring. [( )] The programme will use a modern, flexible platform. [(X)] For adult career changers, the programme makes tested skills visible and trusted so that more graduates are shortlisted for entry-level roles. [( )] The programme will make everyone happier. **** A good purpose describes a change for a named group that can be measured later. The other options describe a date, a tool or a mood. **** --- ## Value for three parties ### Three parties, three value propositions A credential programme only works when it is worth something to the people who take part. In most programmes three parties matter: - **Earners**: the people who complete the learning or assessment and receive the credential. - **Issuer**: the organisation that designs, assesses and awards the credential. - **Verifiers**: the people or organisations that check and use the credential, such as employers, admissions teams, clients or regulators. Write one value proposition for each party. A value proposition says what the party gets, in terms the party would use. If you cannot write it in their words, you have not yet talked to them. ### Value for earners Earners want recognition, a clearer path and some control over their own record. Typical value for earners includes: - a record of skills they can show to others; - a clear standard to work towards; - the ability to carry the record across jobs and learning providers; - in some contexts, access to a role, a promotion or a further course. Ask what the earner must do and give up. Time, effort and sometimes fees are costs for earners. A credential that costs more effort than it returns will not be taken up. ### Value for the issuer The issuer is often the sponsor's own organisation. Typical value for issuers includes: - clearer learning outcomes and assessment standards; - a trusted record that reflects the organisation's reputation; - better data on who has learned what; - stronger relationships with employers, members or learners; - in some cases, income from fees. Issuers also carry duties. They must keep the standard, the assessment and the records in good order for as long as the credential is in use. Include this in the case. ### Value for verifiers Verifiers want to make better decisions faster and with less risk. Typical value for verifiers includes: - evidence that is easier to check than a paper certificate; - a clear description of what the credential means and who assessed it; - less time spent on enquiries and screening; - more confidence in candidates whose skills they cannot observe directly. Verifiers will only use a credential they understand and trust. That depends on the quality of the standard and the assessment, which is why quality belongs in the value discussion. In ICoBC terms, this is the Value pillar of VRITE: value that all three parties can see. ### Value at a glance ### Worked example and practice **Worked example: Three value propositions in a human resources department** Context: the HR department of a regional health services provider, which wants to credential its internal mentoring programme for nurses. Numbers are illustrative. - Earner (a nurse who completes the programme): "I get a record of my mentoring skills that I can use in promotion discussions and that stays with me if I move to another employer." - Issuer (the HR department and the nursing directorate): "We get a shared standard for mentoring, data on how many mentors we have trained at each site, and a stronger case for our development budget." - Verifier (a ward manager choosing a mentor for new staff): "I can see quickly who has completed the programme, what the standard was and who assessed it, without phoning the academy." Each proposition uses the language of the party. The ward manager does not care about platforms. They care about finding a mentor they can trust. **Worked example: Three value propositions in a university** Context: a university that wants to credential a short course in research data skills for doctoral candidates. Numbers are illustrative. - Earner (a doctoral candidate): "I get an assessed record of my data skills that I can attach to funding applications and job applications." - Issuer (the graduate school): "We get a consistent standard across faculties and a way to show funders that our candidates receive training." - Verifier (a research team leader): "I can see which applicants have shown data handling skills before I read their full application." **Practice activity: Three value propositions** 1. Take your programme idea and your problem statement. 2. Write one value proposition each for the earner, the issuer and the verifier. Use their own words and one or two sentences each. 3. For each party, add one sentence: what does this party give up (time, money, effort, risk)? 4. Choose one party you have not spoken to. Plan one short conversation or message to test your sentence. 5. Add the three propositions to your draft case.

Facilitator notes

Workshop time: about 60 minutes. Use role play in groups of three: one earner, one issuer, one verifier. Each person reads their value proposition aloud and the others say whether they would act on it. Ask groups to swap and hear a proposition from another programme. Note which party is hardest to write for; this is usually the verifier, because verifiers are often outside the sponsor's organisation.

### Check your understanding **Question 1.** Who is a verifier in a credential programme? [( )] The person who designs the learning. [(X)] A person or organisation that checks and uses the credential to make a decision. [( )] The person who earns the credential. [( )] The person who pays for the platform. **** Verifiers check and rely on credentials, for example an employer, an admissions team or a client. Earners receive credentials and issuers award them. **** **Question 2.** Why should each value proposition be written in the language of the party it is for? [( )] Because it makes the case look more formal. [( )] Because it removes the need to speak to the party. [(X)] Because it shows that you understand what the party would act on. [( )] Because it lets you skip the cost discussion. **** A proposition in the party's own words is more likely to be true and more likely to persuade. It does not replace a conversation with the party or the cost discussion. **** **Question 3.** Which item is a value for the issuer, not for the earner or verifier? [( )] A record that can be carried to another employer. [(X)] Data on who has learned what across the organisation. [( )] Faster checking of a candidate's skills. [( )] A clear path to follow towards a goal. **** Data on learning across the organisation is a typical issuer benefit. The other options belong to the earner or the verifier. **** **Question 4.** A proposal lists strong benefits for the issuer but none for verifiers. What is the most likely risk? [( )] The credential will be too cheap to run. [( )] The earners will have too much choice. [(X)] Verifiers will not understand or trust the credential, so it will have little use for earners. [( )] The issuer will have too much data. **** If verifiers see no value, they will not rely on the credential, and earners will gain little from it. All three parties need a reason to take part. **** --- ## Costs ### What a credential programme costs Costs are easier to estimate than benefits, so sponsors often start there. A realistic cost estimate builds trust. A cost estimate that is too low will come back as a problem later. Estimate costs for the three parties, not only for the issuer, and show the costs over time. ### Cost categories for the issuer Use a simple list so nothing is forgotten: - **Design**: defining the standard, learning outcomes, assessment methods and criteria, and the credential description. - **Delivery and assessment**: staff time for teaching, assessing, moderating and quality assurance. - **Technology**: systems to issue, store and share credentials, integration with existing systems, and security and privacy review. - **Operations**: support for earners and verifiers, administration, record keeping, revocation and re-issue processes. - **Communication**: telling earners and verifiers what the credential means and how to check it. - **Governance and quality**: reviewing the standard, handling appeals, keeping the programme current. - **Legal and privacy**: advice on data protection and contract terms. ### Costs for earners and verifiers Earners may pay in fees, time off work, travel and effort. Even when the issuer pays the fees, time is a cost, and sponsors should see it. In a corporate academy, the time of a supervisor is paid time that is not spent on operations. Verifiers pay in time to learn what the credential means and to build it into their routines. If a hiring team must change a screening process, that is a cost. You do not need exact figures for verifiers. You need to show that you have considered them and have a plan to keep the burden small. ### One-off and running costs Separate costs that happen once from costs that continue: - **One-off (set-up)**: design, system selection and set-up, pilot, initial communication. - **Running (per year)**: delivery, assessment, support, licences and hosting, quality review. A programme that looks cheap in year one can be expensive in year three if running costs were ignored. Show at least three years. Use ranges when you are unsure, and state your assumptions. ### Costs over time ### Worked example and practice **Worked example: Cost estimate for a corporate academy** Context: the logistics academy from Module 1. The programme credentials leadership skills for 400 supervisors, with 120 earners in year one. All figures are illustrative. | Cost item | Year 1 | Year 2 | Year 3 | Type | |---|---|---|---|---| | Design of standard and assessment | 30,000 | 0 | 5,000 | One-off, then review | | Assessor time (120 earners per year) | 24,000 | 24,000 | 24,000 | Running | | Technology and integration | 20,000 | 8,000 | 8,000 | One-off, then running | | Support and communication | 8,000 | 6,000 | 6,000 | Running | | Governance and review | 4,000 | 4,000 | 4,000 | Running | | **Issuer total** | **86,000** | **42,000** | **47,000** | | Earner cost: about 12 hours of paid time per earner. At 120 earners that is 1,440 hours in year one (illustrative). The business case shows this as a cost to operations, not as zero. Verifier cost: about one hour of briefing for each of 20 operations managers in year one (illustrative). Assumptions are listed beside the table: assessor day rate, number of earners and the choice to build rather than buy a custom system. **Worked example: Cost estimate for a training provider** Context: the vocational college from Module 1. The programme adds assessed credentials to its digital marketing course, for 250 learners per year. All figures are illustrative. - Design: redesign of two assessments and a short credential description, 10 days of staff time in year one. - Running: 0.5 days of moderation per cohort, five cohorts per year. - Technology: set-up in year one and annual fees afterwards. - Earner cost: no additional fee in year one; the college absorbs it to test demand. - Verifier cost: a one-page guide for employers; two employer briefing sessions per year. The college writes costs as staff days first, then converts days to money using its own day rate. This keeps the estimate easy to update. **Practice activity: Cost sketch** 1. List the cost items from this unit that apply to your programme. 2. For each item, give a rough estimate for years 1, 2 and 3 as a range. Label your numbers illustrative where you have no data. 3. Mark each item as one-off or running. 4. Estimate the time cost for earners and the effort for verifiers, even if rough. 5. Write down your three biggest assumptions.

Facilitator notes

Workshop time: about 60 minutes. Ask participants to swap cost sketches and challenge each other: "What have you forgotten?" Common omissions are ongoing support, quality review and earner time. Invite a finance colleague to join if available to explain how the organisation treats one-off and running costs. Keep the focus on a transparent estimate with stated assumptions, not on precision.

### Check your understanding **Question 1.** Why does a business case separate one-off costs from running costs? [( )] To make the total look smaller. [(X)] To show what the programme costs to start and what it costs to keep going. [( )] To avoid mentioning technology. [( )] Because sponsors only approve one-off costs. **** Running costs continue for as long as the programme runs. A case that shows only set-up costs hides the long-term commitment. **** **Question 2.** An academy lead leaves earner time out of the cost estimate because "the learners are already employed". What is the problem with this? [( )] Nothing, because paid time does not count as a cost. [(X)] The time earners spend is a real cost to the organisation and a sponsor will expect to see it. [( )] The cost will be counted twice. [( )] It makes the programme cheaper than it should be, but this is acceptable. **** Paid time spent on a programme is not available for other work. Including it makes the estimate honest and avoids surprises later. **** **Question 3.** Which cost is most likely to be missed in a first estimate? [( )] The fee for the platform in year one. [( )] The salary of the programme lead. [(X)] Ongoing support, quality review and revocation or re-issue processes. [( )] The launch event. **** Operations and governance costs continue after launch and are often forgotten. Platform fees and salaries are usually visible from the start. **** **Question 4.** What is the best way to treat uncertain figures in a cost estimate? [( )] Leave them out until you are sure. [( )] Use the lowest possible figure to make the case more attractive. [(X)] Use a range, label it illustrative or estimated, and state the assumption behind it. [( )] Ask the sponsor to provide the figures. **** Ranges and stated assumptions let a sponsor judge the risk. Leaving items out or choosing the lowest figure weakens trust. **** --- ## Benefits and evidence ### From value to measurable benefits In Module 2 you described value in words. A sponsor will also want benefits they can check. A benefit is a change that matters to someone and that you can observe. Link each benefit to a party, to a measure and to a source of evidence. Types of benefit: - **Financial**: costs avoided or income gained, such as lower external recruitment cost or fee income. - **Operational**: time saved, faster decisions, fewer enquiries. - **Strategic**: stronger reputation, more employer partnerships, better alignment with a policy goal. - **Human**: progress, confidence, recognition for earners. These are real, and you can measure some of them by survey or by follow-up. Do not turn every benefit into money. Forcing a figure on a benefit that cannot be counted weakens the case. Say what is financial, what is measurable but not financial, and what is a judgement. ### Outputs, outcomes and success measures Distinguish three levels: - **Outputs**: what the programme produces, such as the number of credentials issued. - **Outcomes**: what changes for the parties, such as the share of vacancies filled internally. - **Impact**: the longer-term result, such as lower turnover or better career progression. Outputs are easy to count and weak on their own. A programme can issue thousands of credentials and change nothing. Choose a small set of success measures, mostly outcomes, and add one or two outputs to show progress. Three to six measures are enough. For each measure, state: 1. the definition and how it is measured; 2. the baseline (where you are now); 3. the target and the date; 4. who collects it and where it is recorded. ### Evidence and decision points Evidence is how you will know. Sources can include system data, surveys, interviews, observation and the credentials themselves. Say how much effort the evidence will take to collect. A measure that nobody has time to collect will be dropped. Decision points are moments at which the sponsor decides whether to continue, change or stop. They turn a one-off approval into a managed series of choices. Typical decision points are: - **Go or no-go** after the pilot, with agreed criteria. - **Scale or adjust** at the end of year one. - **Continue or retire** at a yearly review. Write the criteria in advance: "If fewer than 60 of 120 planned earners complete by month nine, we review the design before scaling." Sponsors like to know that they can stop. ### Timeline of costs and benefits ### Worked example and practice **Worked example: Benefits and measures in a corporate academy** Context: the logistics academy. All figures are illustrative. | Benefit | Party | Measure | Baseline | Target | Evidence source | |---|---|---|---|---|---| | More internal fills of team-manager roles | Issuer, earners | Share of team-manager vacancies filled internally | 30% | 50% by end of year 2 | HR recruitment records | | Lower external recruitment cost | Issuer | Number of external hires for these roles | 14 per year | 10 per year | HR recruitment records | | Faster screening of internal candidates | Verifiers | Hiring manager time per shortlist | 6 hours | 4 hours | Short survey of hiring managers | | Progress for supervisors | Earners | Share of earners who report clearer next career steps | Not known | 70% | Survey 6 months after credential | | Programme take-up | Issuer | Credentials issued per year | 0 | 120 in year 1 | Programme records (output) | Decision points: after a pilot with 30 earners, the sponsor decides whether to scale. At the end of year one, the sponsor reviews the first three measures. If internal fills have not risen and hiring managers say they do not use the credential, the academy reviews the design with them before scaling. The case does not claim that the credential proves job competence. It claims that it gives hiring managers a clearer record to use alongside their other checks. **Worked example: Benefits and measures in a university** Context: the university doctoral skills course. All figures are illustrative. - Benefit: stronger evidence of training for funders. Measure: number of funding applications that cite the credential. Evidence: grants office records. - Benefit: consistent standard across faculties. Measure: share of faculties that adopt the common assessment criteria. Target: 6 of 8 by year 2. - Benefit: earner progress. Measure: survey of candidates six months after the credential on whether it helped in an application. Baseline: not known; the first survey sets it. - Decision point: after the first cohort of 40 candidates, the graduate school decides whether to extend to all faculties. **Practice activity: Measures and decision points** 1. List three to five benefits of your programme. Assign each to a party. 2. For each, write a measure, a baseline (or "to be set"), a target with a date, and an evidence source. 3. Mark each measure as output, outcome or impact. Check that most are outcomes. 4. Write two decision points with criteria written in advance. 5. Estimate how much effort it takes to collect each measure and drop any you cannot sustain.

Facilitator notes

Workshop time: about 75 minutes. Ask participants to present one measure each and invite the group to ask "How would you know?" Watch for outputs presented as outcomes, such as "number of badges issued". Ask the group to rewrite them. Spend time on decision points: many participants have never written stop criteria for their own project. Remind them that "no benefit can be counted" is a possible honest finding and that a sponsor values that clarity.

### Check your understanding **Question 1.** Which of these is an outcome rather than an output? [( )] Number of credentials issued. [( )] Number of assessors trained. [(X)] Share of team-manager vacancies filled internally. [( )] Number of emails sent to earners. **** An outcome is a change for the parties. The other options count what the programme produces or does. **** **Question 2.** Why should decision points and their criteria be written before the programme starts? [( )] To make the document longer. [( )] To avoid having to report results. [(X)] So that the sponsor knows in advance when and on what basis they will continue, change or stop the programme. [( )] Because sponsors prefer not to see results until year three. **** Pre-agreed criteria support honest decisions and give the sponsor control. They do not avoid reporting. **** **Question 3.** A team plans to convert every benefit into a money figure. What is the best advice? [( )] Do it, because sponsors only read financial figures. [( )] Skip benefits that cannot be counted. [(X)] Show financial benefits as figures, show other benefits with measures or judgements, and label which is which. [( )] Use the highest possible figure for each. **** Forcing figures onto benefits that cannot be counted weakens credibility. A clear distinction between types of benefit is more convincing. **** **Question 4.** Which success measure has a baseline, a target and a date? [( )] Improve internal mobility. [( )] Issue many credentials. [(X)] Raise the share of team-manager vacancies filled internally from 30% to 50% by the end of year 2 (illustrative). [( )] Make hiring managers happier. **** A measure needs a starting point, a goal and a time frame. The other options are vague and cannot be checked. **** --- ## The case document ### Structure of the case A business case is a short document that helps a person decide. It should be readable in ten to fifteen minutes. Use a clear structure so the sponsor can find what they need: 1. **Summary**: the problem, the proposal, the cost and the ask, on one page. 2. **Problem and purpose**: who, what, evidence, consequence, and the purpose sentence. 3. **Value for three parties**: one proposition each for earners, issuer and verifiers. 4. **Costs**: one-off and running, by year, with assumptions. 5. **Benefits and success measures**: measures with baselines, targets and evidence sources. 6. **Risks and limits**: what could go wrong and what the programme does not do. 7. **Options**: at least one alternative, including doing nothing. 8. **Plan and decision points**: pilot, review dates and criteria. 9. **The ask**: exactly what you want the sponsor to decide. Write the summary last. Put the ask in the first paragraph and repeat it at the end. ### Risks, options and the ask A sponsor will ask "what could go wrong?" Answer before they do. List three to five risks, such as low take-up, verifiers who do not use the credential, cost overrun and loss of key staff. For each, state the likelihood, the effect and what you will do. Keep it short and honest. Options show that you considered alternatives. Describe at least two: doing nothing, a smaller version (for example a pilot in one site), and your preferred option. Say why you prefer the one you do. If a different option is cheaper but does not solve the problem, say so. The ask is a specific decision: "Approve a pilot for 30 supervisors in two regions with a budget of up to X, and a review in month 9." A vague ask gets a vague answer. ### The five-minute pitch Many sponsors decide after a short conversation, not after reading. A five-minute pitch needs a simple structure: - **Minute 1**: the problem and who has it. One concrete example. - **Minute 2**: the proposal and the value for the three parties. - **Minute 3**: costs and benefits in plain figures, with the main assumption. - **Minute 4**: risks, decision points and what you will measure. - **Minute 5**: the ask, repeated, and a question to the sponsor. Use no more than five slides, or none. Slides with one idea each work better than slides full of text. Prepare answers to three likely questions: "What does it cost?", "How will we know it worked?" and "What if it fails?". Practise aloud with a timer. Write as you would speak to a busy colleague: plain words, short sentences, no jargon the sponsor has not heard. Say "we do not yet know" when it is true. ### Structure of the case at a glance ### Worked example and practice **Worked example: A summary page for a sponsor** Context: the logistics academy writes to the Chief Human Resources Officer. Figures are illustrative. > **Summary.** Most team-manager vacancies (14 of 20 last year) are filled from outside because supervisors' leadership skills are not visible or trusted across sites. We propose a leadership credential, assessed against a shared standard, to make these skills visible to hiring managers. We ask you to approve a pilot for 30 supervisors in two regions, with a budget of up to 60,000 and a go or no-go review in month nine. Year-one cost for the full programme would be about 86,000, falling to about 42,000 in year two. We will measure the share of team-manager vacancies filled internally (baseline 30%, target 50% by the end of year two), hiring manager time per shortlist, and earner-reported career clarity. The programme does not replace interviews. It gives hiring managers a clearer record to use alongside them. Main risk: hiring managers do not use the credential. We will involve them in the pilot design to reduce this risk. Notice the order: problem, proposal, ask, numbers, measures, limit, risk. Everything fits in one paragraph. **Worked example: A five-minute pitch outline for a university** Context: the graduate school lead pitches to the Vice-Rector for Research. Figures are illustrative. 1. Minute 1: "Our doctoral candidates get training in data skills, but funders and employers cannot see it. One recent applicant had completed the course and still had to prove the same skills at interview." 2. Minute 2: "We propose an assessed credential on research data skills. Candidates get a record they can show, we get a common standard across faculties, and research leaders can see skills before they read a full application." 3. Minute 3: "Year-one cost is mainly staff time for design and assessment, about 25 days, plus a small annual system fee. We assume 40 candidates in the first cohort." 4. Minute 4: "We will measure how many funding applications cite the credential and how many faculties adopt the standard. After the first cohort you decide whether to extend." 5. Minute 5: "Our ask: approve the first cohort of 40 candidates. What would you need to see to extend it?" **Practice activity: Assemble and pitch your case** 1. Gather your work from Modules 1 to 4: problem statement, value propositions, cost sketch, measures and decision points. 2. Add risks (three to five), options (at least two, including doing nothing) and the ask. 3. Write a one-page summary last, with the ask in the first paragraph. 4. Prepare a five-minute pitch using the five-part structure. Use up to five slides or none. Record yourself or prepare slides for the badge evidence. 5. Practise with a timer and with one other person. Ask them: "What would you decide, and what is still unclear?" 6. Revise and save your case document and your pitch for submission.

Facilitator notes

Workshop time: about 90 minutes. Run pitch rounds in groups of four: one pitches, one plays the sponsor, one times, one gives feedback using the rubric headings. Rotate roles. Encourage sponsors to interrupt with "What does it cost?" and "What if it fails?" Remind participants that the final pitch is assessed by a person with the rubric in this file. The sponsor role works best when played by someone who has approved budgets, such as a colleague from finance or an executive. Keep feedback specific and tied to the rubric criteria.

### Check your understanding **Question 1.** Where should the ask appear in a business case? [( )] Only at the very end, in the last sentence. [(X)] In the first paragraph of the summary and again at the end. [( )] In an appendix. [( )] It should not be stated, so that the sponsor stays free to decide. **** A clear ask early helps the sponsor read the rest with a purpose. Repeating it at the end closes the document. A sponsor needs a specific decision to make. **** **Question 2.** Why does a business case include options such as doing nothing or a smaller pilot? [( )] To fill space. [( )] To make the preferred option look cheaper. [(X)] To show that alternatives were considered and why the preferred option was chosen. [( )] Because sponsors always choose the smallest option. **** Options show the sponsor that the choice was made with care. They do not guarantee which option the sponsor will choose. **** **Question 3.** What is the best way to treat the limits of a credential programme in the case? [( )] Leave them out, so the case stays positive. [( )] Mention them only in the pitch, not the document. [(X)] State them plainly, for example that the credential does not replace interviews or prove job competence. [( )] Move them to the sources section. **** Stating limits builds trust and avoids overclaiming. A credential gives evidence of what was assessed, not a guarantee of job performance. **** **Question 4.** Which pitch structure fits five minutes best? [( )] Five minutes of slides on the technology. [( )] Four minutes on the history of credentials and one on the cost. [(X)] Problem, proposal and value, costs and benefits, risks and decision points, then the ask. [( )] One minute of introduction and four minutes of questions. **** A short pitch follows the logic of the case: why, what, how much, what could go wrong, and what you want decided. **** --- ## Assessment and badge ### The assessed task You complete two linked pieces of evidence: 1. **A business case document** for a credential programme of your choice, real or realistic. It follows the structure in the module "The case document" and covers problem and purpose, value for earners, issuer and verifiers, costs, benefits and success measures, risks, options, decision points and the ask. 2. **A five-minute pitch** to a decision maker, submitted as a recording or as slides with speaker notes. A person assesses both with the rubric below. The assessment is not graded inside this file. Numbers may be illustrative where real data is not available, and must be labelled as such. ### Rubric | Criterion | Not yet met | Met | Strongly met | |---|---|---|---| | 1. Problem and purpose (Outcome 1) | The problem is missing or describes a tool. The group affected is not named. | The problem names who is affected, what it is, evidence and consequence. The purpose is one sentence. | As "met", and the evidence is specific and sourced, the limits of what a credential can solve are stated, and the purpose is measurable. | | 2. Value for three parties (Outcome 2) | Value is described for one party only or in generic terms. | A distinct value proposition is given for earners, issuer and verifiers, with what each gives up. | As "met", and propositions use each party's own language and show evidence or a plan to test them with the party. | | 3. Costs (Outcome 2) | Costs are missing items, show only year one or ignore earner and verifier effort. | Costs are listed by category, split into one-off and running, shown over at least three years, with assumptions stated. | As "met", and ranges are used where unsure, earner time and verifier effort are quantified or reasoned, and the main cost risks are named. | | 4. Benefits and evidence (Outcome 2) | Benefits are vague or all outputs. No evidence source is named. | Benefits are linked to parties and measures, with outcomes as well as outputs, and evidence sources are named. | As "met", and financial and non-financial benefits are clearly separated, effort of collection is considered and claims are not overstated. | | 5. Success measures and decision points (Outcome 3) | Measures lack baselines or targets. No decision points are given. | Three to six measures have a definition, baseline or plan to set it, target, date and owner. At least two decision points have criteria written in advance. | As "met", and decision points include clear stop or change criteria and are linked to the measures and the plan. | | 6. Case document (Outcome 4) | The document is hard to follow, lacks a summary or has no clear ask. | The document follows the structure, includes risks and at least two options (including doing nothing), has a one-page summary and a specific ask. | As "met", and is concise, uses plain language, shows honest limits and could be handed to a sponsor without explanation. | | 7. Pitch (Outcome 4) | The pitch runs far over or under five minutes, lacks structure or has no ask. | The pitch fits about five minutes, follows the five-part structure, uses plain language and ends with a clear ask. | As "met", and answers likely questions, uses one idea per slide or none, and adapts the message to the sponsor's priorities. | ### Pass rule - You pass the practical assessment when criteria 1 to 7 are all rated "Met" or "Strongly met" by the assessor. - If any criterion is "Not yet met", you receive written feedback and may resubmit the affected parts. - You also complete the knowledge check below. The recommended pass mark is 8 of 10 correct. The knowledge check supports your learning and does not replace the practical assessment. ### Evidence submitted for the badge - The business case document. - The pitch recording, or the slides with speaker notes. - A short statement, if relevant, that numbers marked illustrative are not real data. Badge: "Building the Business Case for a Credential Programme (Ability, L3)", alignment code ICSF-STRV-L3-A. The badge records that you completed this assessed practice task in a controlled setting. It does not prove competence in a job.

Facilitator notes

Assessors use the rubric above and give written feedback per criterion. Two assessors may sample 10% of submissions to check consistency. Pitches can be assessed live in the workshop or from recordings. Allow learners to use real or realistic cases; confirm that no confidential data is submitted. Assess against the criteria only, not against the assessor's preferred design of the programme.

### Knowledge check **Question 1.** A learner starts a case with "We need a badge platform." What is the best first step according to this course? [( )] Compare platforms and choose one. [( )] Estimate the platform fee. [(X)] Identify the problem, who has it, the evidence and the consequence of doing nothing. [( )] Design the badge image. **** A business case starts with the problem and the group affected. Tools come later. This covers Outcome 1. **** **Question 2.** Which purpose statement is measurable and names a group? [( )] The programme will modernise learning. [(X)] For adult career changers, the programme makes tested skills visible and trusted so that more graduates are shortlisted for entry-level roles. [( )] The programme will use innovative technology. [( )] The programme will be popular. **** A good purpose names a group and a change that can be checked. This covers Outcome 1. **** **Question 3.** In a credential programme, which party checks and relies on the credential to make a decision? [( )] Earner. [( )] Issuer. [(X)] Verifier. [( )] Sponsor. **** Verifiers check and use credentials, such as employers and admissions teams. This covers Outcome 2. **** **Question 4.** Which set of costs is most complete for an issuer? [( )] Platform fee only. [( )] Design and assessor time only. [(X)] Design, delivery and assessment, technology, operations, communication, governance and quality, and legal and privacy. [( )] Launch event and marketing only. **** A complete estimate covers set-up and running costs across all categories. This covers Outcome 2. **** **Question 5.** Why must a cost estimate cover at least three years? [( )] Because sponsors only read multi-year tables. [(X)] Because running costs continue after set-up and a one-year view can hide the long-term commitment. [( )] Because benefits always appear in year three. [( )] Because platforms are always contracted for three years. **** Showing several years makes the real commitment visible. This covers Outcome 2. **** **Question 6.** Which benefit is an outcome? [( )] 500 credentials issued. [( )] 20 assessors trained. [(X)] The share of vacancies filled internally rises from 30% to 50% (illustrative). [( )] 10 communication emails sent. **** Outcomes describe changes for the parties. The others are outputs. This covers Outcome 2 and Outcome 3. **** **Question 7.** What makes a success measure usable? [( )] It has an attractive name. [( )] It is the same as an output. [(X)] It has a definition, a baseline or plan to set it, a target, a date, an owner and an evidence source. [( )] It is chosen by the platform. **** Without these parts, a measure cannot be checked. This covers Outcome 3. **** **Question 8.** What is the purpose of decision points in a business case? [( )] To delay the programme. [( )] To remove the need for measures. [(X)] To let the sponsor continue, change or stop the programme against criteria agreed in advance. [( )] To meet a reporting template. **** Decision points turn a single approval into managed choices. This covers Outcome 3. **** **Question 9.** Which sentence is the strongest ask? [( )] We hope you will consider this idea. [( )] Please let us know your thoughts. [(X)] Approve a pilot for 30 supervisors in two regions with a budget of up to 60,000 (illustrative) and a review in month nine. [( )] We would like support for credentials generally. **** A specific ask names the decision, the scope, the budget and the review. This covers Outcome 4. **** **Question 10.** A sponsor asks "What if it fails?" in a pitch. What is the best response? [( )] Say that it will not fail. [( )] Say that the question is outside the scope. [(X)] Name the main risks, the decision points and the criteria that would lead to a change or a stop. [( )] Offer to send a longer document. **** A clear answer shows that risks are understood and that the sponsor stays in control. This covers Outcome 4. **** --- ## Sources and further reading Status: November 2026. - ICoBC, *ICoBC Credentialing Skills Framework (ICSF)*, International Council on Badges and Credentials, Berlin. Framework owner for the skill STRV "Credential strategy and value" and the VRITE pillars.- ICoBC, course ICB-F01 *Digital Badges and Credentials Essentials*, prerequisite to this course. - 1EdTech Consortium, *Open Badges* specification, the published standard for digital badges.- W3C, *Verifiable Credentials Data Model*, World Wide Web Consortium, the published recommendation for verifiable credentials.- European Commission, *Europass*, official European initiative for presenting skills and qualifications.- Skills-based hiring and internal mobility: widely discussed, with practice varying between organisations. Status: Established. Credentials can provide the evidence layer. Status: November 2026. Add a source from your own sector or region if you rely on this topic in your case.