2. © 2005 BERA 1 Before the beginning…

3. © 2005 BERA 2 How to identify if your cow has MAD COW disease... If your cow sounds like this, then may we suggest fish? If your cow sounds like this, then fire up the barbecue.

4. Pepper…and Salt — The Wall Street Journal “It’s not that I think a fact-finding committee is necessarily a bad idea. I’m really just not that interested in facts.”

5. © 2005 BERA 4 Intermission Enjoy Our Snack Bar Mouth-watering popcorn Lots of soft drinks Candy bars galore!!

6. 5 © 2005 BERA Valor 5

7. 6 © 2005 BERA Liberty 6

8. 7 © 2005 BERA “Every single day, millions of workers are idle… 7 Fortunately, almost all of them have jobs!”

9. 8 © 2005 BERA Hiring 8 Good hiring is difficult, time-consuming, and an art.” — PD104 To be the best you must hire the best.

10. 9 © 2005 BERA Hiring 9 The one in the many — hire only the best. Action Who 1. Acquiring Candidates….. 2. Screening Candidates…. 3. Interviewing……………... 4. Reference Checks……... 5. Verifications……...……... 6. Offer Letter..……...……... 6. Training…...……...……... STAR and you STAR You STAR You STAR and You

11. 10 © 2005 BERA A value is that which one desires, acts, works to gain and/or keep. Virtues and Values Values: Virtues: Our Purpose: Honesty: A virtue is the action by which one gains and keeps a value. To produce honest colleges, to make honest colleges.  First: leadership  Second: seek the truth  Third: verify  Fourth: key areas To Dos:  Know what is so, say what is so, say all of what is so and only what is so.  Honesty is a practice.

12. 11 © 2005 BERA Range of Dishonesty Evil Worst Worse Bad False accusations (Salem, lawsuits/lawyers) Perjury (lying under oath) Fraud (lying to achieve a value from others) Intentional falsehoods equals a lie (it ends employment) Negligent and irresponsible statements Failures to verify Spins, exaggerations, and minimizations Failure to tell, confess, and disclose

13. 12 © 2005 BERA The Brain The brain is an apparatus that people use to think …that they are thinking.

14. © 2005 BERA GOOD to GREAT but that it is too low — and we hit!” — Michelangelo “The greatest danger for most of us is not that our aim is so high and we miss…

15. 14 © 2005 BERA Focus of All Planning Retention Results in: Students EOM Earned Tuition Profit

16. 15 © 2005 BERA Focus of All Planning Starts Result in: $ Sales $ Collections Student : Instructor

17. 16 © 2005 BERA At the End of This Planning, You Will: 1.Identify your three biggest opportunities. 2.Identify your biggest threat. 3.Identify your three biggest strengths. 4.Identify your biggest weaknesses. 5.Articulate your Key Personal Objective (KPO). 6.Decide what not to do. Commit to time effectiveness. A.Write a one-page plan (see 1 – 4 above). B.Finalize your Stretch Goals. C.Finalize your Floor Goals. D.Finalize your Budget Goals. E.Draft action plans. Deliverables:

18. 17 © 2005 BERA Planning and executing two similar groups of projects. First Projects Second Projects Planning Time Planning Time Results Does Planning Work? A huge amount of time and money goes into it — is it worth it? SOURCE: R. Alec Mackenzie, Managing Time at the Top.” Time required for execution Thune, S. S., and House, R. J., “Where Long-Range Planning Pays Off,” Business Horizons, Vol. 13 (August 1970) The performance of 71 companies using formal planning is measured against performance of “informal” planners in the same industry. Planners outperform “informal” planners by 44 percent in growth in earnings per share. 1 100% 56%

19. Planning Model 18

20. 19 © 2005 BERA Strategic Leadership Now, and in the long run, how will we compete — be significantly better than other career colleges, community colleges and other colleges. 19

21. 20 © 2005 BERA Operations Structure/Channel (The Value Chain) Are there any barriers or bottlenecks in this channel? ACTIVITYPRODUCT/RESULTS If we do these activities well, we will …………………… get these results Programs……………………Have a college Advertise……………………Quality inquiries Admissions (presentation) ………...Starts Financial Aid ……………………$ Collections Education ……………………Earned Tuition (retention & referrals) Placement ……………………Reputation and referrals 20

22. 21 © 2005 BERA ARE WE GOING TO DO IT? 21 The Theme of This Planning HOW

23. 22 © 2005 BERA RetentionWhat if? Activity%#%#%# #Sits — one day100%100 Sit:Start ratio = Starts80%80 1 st R — 1 st module85%68 Module 297%66 Module 397%64 Module 497%62 Module 597%60 Module 1097%52 Module 15 x $25,00097%44 Module 2097%38 Revenuex4$4,400K Retention How Well #s (Quality)

24. 23 © 2005 BERA RetentionWhat if? Activity%#%#%# #Sits — one day100%100100%100 Sit:Start ratio = Starts80%8085%85 1 st R — 1 st module85%6888%75 Module 297%6697.5%73 Module 397%6497.5%71 Module 497%6297.5%69 Module 597%6097.5%68 Module 1097%5297.5%60 Module 15 x $25,00097%4497.5%53 Module 2097%3897.5%46 Revenuex4$4,400K$5,300K Retention How Well #s (Quality)

25. 24 © 2005 BERA RetentionWhat if? Activity%#%#%# #Sits — one day100%100100%100100%100 Sit:Start ratio = Starts80%8085%8585%85 1 st R — 1 st module85%6888%7590%77 Module 297%6697.5%7398%75 Module 397%6497.5%7198%73 Module 497%6297.5%6998%72 Module 597%6097.5%6898%71 Module 1097%5297.5%6098%64 Module 15 x $25,00097%4497.5%5398%58 Module 2097%3897.5%4698%52 Revenuex4$4,400K$5,300K$5,800K Retention How Well #s (Quality) Going from 97% to 97.5% amounts to $900,000 more to the bottom line. Each 0.1% is worth $180,000 more.

26. 25 © 2005 BERA How / Strategy (Mechanisms / Methods) What / ObjectiveHow More Inquiries Attendance / Retention Quality Staff Tracking by 800 Numbers Go in All YP books DM / MM / UP / Inserts Call Center Three Strikes Policy Pay by Attendance Selective Recruitment STAR Center Retention: Collections: Start Goals: Scheduling: Executive Overload: Superior Education: Staff Training: Better Staff: Recurring Crises: New Program Development: Mechanism:The means by which a result is produced or a purpose is accomplished. How?

27. 26 © 2005 BERA Change To get something different, you need to do something differently. If we do not change what didn’t work last year, it won’t work this year either. Before you can change the doing you need to change the (T) Thinking. The tribal wisdom of the Dakota Indians, passed on from one generation to the next, says that when you discover you are riding a dead horse, the best strategy is to dismount. However, in modern business, because of the heavy investment factors to be taken into consideration, often other strategies have to be tried with dead horses, including the following: Appointing a committee to study the horse. Threatening the horse with termination. Change riders. Reclassifying the dead horse as living-impaired. What is not working? What must we slough off? What should we abandon? We must change. We must do something different in Admissions to get starts and do something different in Education to increase retention.

28. 27 © 2005 BERA Goals (Floors) 2003 ($000’s) OGDEN PROVO SALT LAKE CITYBOUNTIFULDENVER GoalActVarGoalActVarGoalActVarGoalActVarGoalActVar INQS HS STARTS STARTS $ SALES RETENTION REVENUE PROFIT % NET VALUES FT. COLLINSLOGANCO SPGS FLAGSTAFFTOTAL GoalActVarGoalActVarGoalActVarGoalActVarGoalActVar INQS HS STARTS STARTS $ SALES RETENTION REVENUE PROFIT % NET VALUES

29. 28 © 2005 BERA Goals (Stretch) 2003 ($000’s) OGDENPROVOSLCBOUNTIFULDENVER GoalActVarGoalActVarGoalActVarGoalActVarGoalActVar INQS HS STARTS STARTS $ SALES RETENTION REVENUE PROFIT % NET VALUES FT. COLLINS LOGAN CO SPGSFLAGSTAFF TOTAL GoalActVarGoalActVarGoalActVarGoalActVarGoalActVar INQS HS STARTS STARTS $ SALES RETENTION REVENUE PROFIT % NET VALUES

30. 29 © 2005 BERA 29 Good to Great To achieve G to G is as simple as one, two, three. One:A superior leader, i.e. an effective thinker, who will Two:Recruit Whos/Talent. Disciplined talent will Three: Confront facts – good and bad, i.e. will think; Simplicity – Hedgehog, i.e. think about strategy; Disciplined thinking and actions; Technology – Acceleration, mainly thinking tools. Flywheel versus Doom Loop