Private School Consulting - Start, Improve, and Buy / Sell

Hello, I wanted to  update you on current HEG projects and our associates travel in your region. Many times we're able to reorganize our travel schedule to meet with other clients while working in your region...and we would welcome the opportunity to assist your organization while on route. At present, HEG's staff will be working with clients on the following dates and regions: Riyadh, Saudi Arabia on November 10-17 (routed through Frankfurt, Germany); Jakarta, Indonesia on November 26 to Dec 1 (routing through Hong Kong); and  Hong Kong in December     Please do not hesitate to contact HEG if we can be of service to your organization while in your region over the next three months. I also wanted to take this opportunity to congratulate one of our clients, The Metropolitan School in Panama  City, Panama, and the ongoing success of their private K-12 school in the third year of operation. HEG was retained to complete a detailed market study and business plan for the development of their school, which had been projected at 400 students in Year 3. However, I almost fell off my chair when their board updated me that their 2013-14 enrolment was 520 students, with 120 on the waiting list. We congratulate their board for understanding their market's need for a balanced IB private prep school and that they followed a deliberate course of action in the development and operation; providing a world-class school for their community for generations to come.    The objective of the market study and business plan is to formalize a new school's educational / operational / business / financial model, determine its feasibility in their market, enrollment projections, start-up capital requirements, five-year operational budget, internal rate of return (if required), facility/site requirements, and conveyance of the proposition to the investment and founding group. The critical elements of the study will demonstrate the feasibility of the project and value it will provide to the founding team.The rationale behind completing the Market Feasibility Study and Business Plan is to consolidate the scope of the project through an extensive business case analysis, crystallizing the educational and operational~business~financing framework, HR needs, facility/land requirements, future enrollment, capital requirements, break-even point, pay-down to investors, IRR, and net profit. Upon conclusion of the Study, you're in a better position to assess the project's feasibility, optimal model for development / operation, site, and formation. You then go into the project with your eyes wide open and can demonstrate to your founders that you've done your homework understand fully what is involved...as a for-profit or a non-profit.     For example, when deciding on whether to use a leased facility (and renovating it) or purchasing your own  site, the benchmark allocated for facilities should be no more than 20% of your budget. Within your budget, your payroll costs (including benefits) will on average be up to 60% of the total school budget.  So you really have 40% to take address the balance of your operational costs. Generally, 10%  of the budget is usually reserved for instructional supplies and replacement of worn out equipment etc., giving you 30% to take care of administrative (e.g., legal, audit, insurance) and facilities costs (e.g., operating costs, building maintenance, snow removal, utilities lease or mortgage). Depending on the school's priorities, we estimate 5% for admin, 20% for building maintenance, utilities and mortgage/lease, and 5% for contingency. The above 60% payroll, 10% instruction and curriculum costs, 5% admin, 20% building maintenance, mortgage/lease and 5% contingency are a good rule of thumb for new start ups or in the school's early development period. If the school is already a matured operation, meaning you're debt free or through the years of fundraising effort (and are able to reduce or "burn" your mortgage), then the amount of reserves for building maintenance/mortgage or lease can be reduced while the budget for other areas can be increased.    If you're interested in our firm's consulting services, and would like to discuss your needs in further detail, please contact HEG by email or call directly at +1-604-868-0002.   To your success,  Douglas Halladay President Halladay Education Group P: +1-604-868-0002 | E: info@halladayeducationgroup.com   4316 Arthur Drive, Delta, BC, Canada, V4K 2W8  P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits. They're affordable and practical.

About Halladay Education Group  HEG is an experienced international private school consulting firm specializing in private school development services related to improved management and operations of established schools, new school start-ups,  and branch school mergers and acquisition/sales of private schools globally. Here are a few links providing additional info on our firm's school development services: http://db.tt/pd6y4pk6 and http://db.tt/ySODYP2H, and a link to our firm's recent work with clients: http://bit.ly/2ptow7. Our services include: Strategic Planning   Board Governance Workshops & Leadership Development Institutional Assessments & Audits Financial Improvement Private School Formation Mergers, Sales, & Acquisitions Market Feasibility Studies & Business Plans  Government Education Regulatory Relation School Management Services Head Evaluation & Executive Coaching Executive & Faculty Searches Policy, Handbook, & Bylaw Development Climate & Faculty Culture Improvement Crisis & Change Management

How To Start A New Private School

SCHOOL FORMATION 101  Our team at Halladay Education Group is recognized as the global leader in school formation. Our team has been involved in the development of more than 100 private schools in the USA, Canada, and internationally, and we understand the fundamentals of starting a successful private school from the ground up. We recognize that starting a private school is a lengthy process. However, there's no need to re-invent the wheel. People like you have started their own school and have been able to do the same thing you are thinking of doing now. Every school you see today started with a bold vision and courage to do what many would have told them was impossible. But it's not. You should find inspiration from these schools. With proper pre-planning and controls in place over the projects life cycle, founders can be prepared to start the school of their vision, and manage costs and project development efficiently and effectively, establishing the foundation for generations to come. Here's a guide to moving forward with the development of your new school:  Step 1: Develop A Vision For Your School Determine your niche and type of school your local market needs and will support (e.g., K-7, 8-12, day, boarding, single gender, IB, Montessori, University Preparatory). Ask parents and community leaders for their opinions. If possible, hire a consulting firm to perform a market survey to support the process of the development of the school to determine market demand by grade and program elements. You can only start a new school once, and first impression in the marketplace is critical to the school's long-term success. Step 2: Form Steering Committee About two years before opening for operation, you should form a small working committee of capable, dedicated cohorts to set in motion the foundational work. Include parents and highly respected community stakeholders with financial, legal, management and building experience to sustain the process. Ask for and get a commitment from each member as this is important work that will demand much of each member's time and energy. It is critical to ensure that each member is on the same page in reference to the vision, both publicly and privately. You always want everyone to be on the same page, and not distracted from your vision or goals. Step 3: Incorporation & Tax Exemption File incorporation papers with the appropriate Province or State agency. The lawyer on your Steering Committee should be deal with this. By establishing incorporation, it will limit liability in the case of lawsuits, present a stable image, extend the life of the school beyond the founders, and provide an insurable entity for the school. A 3rd party lawyer should always be consulted. Types of schools include: (1) For-Profit status allows for specific ownership of the resources, profit-making, and liquidation of resources for-profit. The owner has complete control, with the parents taking the role of consumers; (2) Non -Profit status allows for federal and/or state tax-exempt status, solicitation of tax deductible gifts, and solicitation of gifts from foundations. It also helps when enlisting volunteer help from the community. Some non-profits operate as parent cooperatives, with parents of enrolled children making up the majority of the Board. Others have a Board made up of members appointed by the founding members of the initial society; apart from the parent community; (3) Sole Proprietorship requires no incorporation and no systematic representation of procedures and resources. Because of increasing liability of schools, a sole proprietorship carries more risk and should be well insured; and (4) Non-Profit Foundation may be established by a for-profit, under strict legal supervision. The non-profit foundation supports the for-profit to provide fundraising capability. Apply for tax exemption from appropriate authorities for your non-profit status. Again, your lawyer can handle this application. Submit it as early in the process as you can so that you can begin to solicit tax deductible contributions. Step 4: Develop Strategic Plan Develop the strategic plan. This of course will culminate in the subsequent development of the business, financial, and marketing plans. This will be your blue print of how the school is going to operate over its first five years. Always be conservative in your projections. Do not try to do everything in the first five years unless you have been lucky enough to find a donor to fund the program in its entirety. This is your chance to lay out, step-by-step, the process for the sequential development of the school. You will determine the enrollment and financial projections; you will prioritize the staffing, programs, facilities, in a methodical, measurable fashion. Remember the old adage, "Those that fail to plan, plan to fail." You will also keep your Steering Committee on track and focused on the mission of the school. Step 5: Develop Budget Develop a five year budget based on the goals of the Strategic Plan. This is a comprehensive review of the projected revenues (AR) and expenses (AP). The financial person(s) on your Steering Committee should take responsibility for developing this important plan. As always project your assumptions conservatively and factor in a contingency should the financial reality change from the projections. You should also map out the school's bookkeeping procedures (e.g., record keeping, check signing, disbursements, petty cash, bank accounts, record keeping, reconciling bank accounts, audit committee), and accounting cycles. It should be noted, that you don't have to use a full-time employer as your school's accountant; it can be more economical to contract out. Step 6: Fundraise You will need to plan your development campaign carefully so that you build momentum yet are able to keep pace with actual funding needs. Your strategic plan is important at this stage as it provides potential donors concrete evidence of your vision and where the donor can fit it. Of course, it will also drive your enrollment as parent's see how their child fits in. Step 7: Choose School Location & Resources Locate a facility to accommodate the school (purchase or rent) or develop building plans if you will be creating your own facility from the ground up. The Building Committee member(s) should spearhead this assignment. Check requirements of local social and health services, building and zoning, health record keeping, class size, food service, fire code, building code, and teacher-student ratios, etc. You should also take into consideration the learning resources, furniture, computers, etc. needed for start-up. In addition, you will need to begin thinking about the outdoor environment and natural habitat. Rental space for the classroom is frequently obtained from schools, churches, park buildings, community centers, apartment complexes, private school buildings, nursery schools, and estate mansions. When renting, consider the availability of additional space for expansion at the same site. Look closely at tenants with whom you may have to co-exist. Try to obtain a lease with at least one year's notice for cancellation, with opportunity for alteration of the building and some protection against major capital expenses and a long-term arrangement with specified rent levels (three to five years). Review the site, keeping in mind zoning, fire, and health regulations, before finalizing classroom design. Step 8: Select Key Staff Members Through a search process select your Head of School and your Business Manager (or sub-contract a local accountant to deal with AP and AR). Conduct your search as widely as possible. Write job descriptions, benefits, and pay scales for your staff and subsequent faculty and administrative positions. You will be looking for self-starters who enjoy building something from scratch. Your Head will drive the enrollment campaign, marketing and promotions, and the initial decisions of classroom-based resources and staffing. Step 9: Promotions At this step you need to begin to aggressively market for students. Members of the Steering Committee and Head need to devise a Marketing Plan to promote the new school. This could include: public meetings, newspaper ads and inserts, mail drops, radio, community TV, and coffee sessions. You will also need to design your brochure, communication materials (e.g., business cards, letterhead), web site, and set up a mailing list to keep interested parents and donors in touch with your progress. Step 10: Open Your Doors Open the school office and phones, and have the Head of School begin admissions interviews and tours of your facilities. Acquire insurance protection against business interruption, liability, boiler malfunction, building casualties, etc. Step 11: Select Faculty & Administrative Staff It is critical to attract capable faculty; in the end it is staff that will make or break the school - reputations can be formed so quickly in a school environment. To attract great staff you need to ensure that they buy into the vision and have a competitive compensation package. Also, you need to develop the Staff Handbook, contracts, and structure for personnel files. While it is still a year from the school opening, line up as many faculty and senior leadership positions as you can. Do not leave this important job until the last minute. Remember these staff members will also be your ambassadors for enrollment and will be in demand. Step 12: Orient & Train Faculty Have faculty in place to get school ready for opening. The first year at a new school requires endless meetings and planning sessions for the academic staff. Get your teachers on the job no later than August 1 in order to be prepared for opening day. Step 13: Opening Day Welcome your students! Begin your traditions. Explore membership in national, provincial, and state private school associations! Start off with a bang. Have dignitaries there to cut the ribbon, have a family BBQ; make it special.     Next Step   If you are considering starting your own private school and would like more information on our school formation services, please contact Doug Halladay directly by sending an email to info@halladayeducationgroup.com or calling HEG at 1-604-868-0002.   To your success,  Douglas Halladay President Halladay Education Group P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits.They're affordable and practical.

Board Governance Workshop For Private Schools

TEDDY ROOSEVELT SAID "THE TEST OF OUR WORTH IS THE SERVICE WE RENDER."  Service on the board of a private school or non profit isn't simply an honor granted in recognition of your professional achievements or the fact that you're the only one left standing the last AGM. It involves legal obligations and a significant responsibility for the stewardship of your school's mission and assets, the educational experience of your students, and careers of your staff. You and your fellow trustees have the primary legal and moral responsibility for the governance of your non profit and ensuring that the mission of your school is carried out. To achieve your mission, you must maintain the confidence, moral, and financial support of your members, donors, volunteers and stakeholders. These critically important aspects of non profit governance depend on you and your fellow directors effectively governing your school based on best practices, and a clear understanding of your roles and responsibilities. It's important for you to pay close attention to these responsibilities because non profits are garnering greater attention today. Non profits are being called upon to play greater roles in their schools. And your community has higher expectations about the conduct of your board. If problems surface, it is only natural to ask, "Where was the board?" Are your trustees prepared?  RESPONSIBILITIES OF AN EFFECTIVE BOARD A non profit's board of directors is responsible for defining the school's mission and providing overall leadership and strategic direction for the school. Their responsibilities include: Determining and articulating the school's mission, vision, and values Recruiting and selecting the school's Head of School Supporting and assessing the performance of the school's Head Ensuring that the school engages in planning for its future Determining the programs that the school will deliver to implement its strategies and accomplish its goals; monitoring the performance of these programs to ensure their value Ensuring that the school has financial and other resources adequate to implement its plans Ensuring the effective management and use of the school's finances Enhancing the school's credibility and public image Ensuring organizational integrity and accountability Assessing and developing the board's own effectiveness   GOVERN MORE AND MANAGE LESS Do you have a "great" board? What makes an effective board...what's their secret to long-term success? Research shows that great boards have a set of common attributes that clearly separates them from others. Effective boards need to govern more and manage less and focus on: Developing a strategic plan and following it through an action plan  Linking board agenda to strategic agenda Monitoring success of the school's initiatives and adjusting course as needed Developing clear expectations and plan of action for Trustees to support the plan Directing the Head of School to prepare strategically via an annual operational plan Establishing committees to monitor goals Structuring meetings to policy and strategy, not day-to-day operations Annually assessing the performance of the board and committees based on the plan's priorities Focusing on policy, organizational strategy, and the relationship between budget and priorities Using board committee to monitor strategic initiatives and reporting to board for action Every board should take the time to fine tune their practices to ensure that they leading the school effectively and coordinating the combined resources of their board members and Head of School. Is your board firing on all cylinders?  PRACTICAL WORKSHOP TO IMPROVE BOARD PERFORMANCE If you'd like to proactively improve your board's performance for the coming school year or plan a retreat to fine tune your board for this fall, you should seriously consider our board governance workshop. Our workshop will provide feedback to analyze and develop a clear set of strategies to guide your school's leadership with ongoing development. Whether you require training in strategic board structure and function, need an objective expert opinion on a particular issue, or would like our assistance in formulating your board's agenda, the workshop will move your Board forward.   OUR ONE-DAY WORKSHOP INCLUDES: Facilitation of a one-day workshop that assists your board in developing strategies and tactics to close your performance gap for the governance of your school. A comprehensive 360° online "Board Performance Self-Assessment Survey" that candidly and anonymously assesses your board's performance. An interactive presentation on best practices of school governance. Participation in hands-on case scenarios that highlight effective board practices and engage discussions on parallel issues of your own school, which apply research to your own situation. Utilize the results of your Board Performance Self-Assessment Survey to build a profile of your board's performance gaps based on a comprehensive analysis of your confidential responses to the online survey and identify areas needing immediate improvement. As part of the process, Board members will candidly discuss and reach consensus on issues surrounding the performance of the board and lay the groundwork for long-term improvement. Board Performance Report: This will include working with board members to development a "Board Performance Report" that provides a comprehensive overview of the board's survey results, issues, and a plan of action for improvement. The report identifies areas needing immediate focus and the 'roll-out' of a set of multiple strategies to enhance the board's overall development.   Next Step If you would like to build a better board to effectively lead your school, and would like to find out more about HEG's board governance workshop, please contact Doug Halladay directly by sending an email to info@halladayeducationgroup.com or calling HEG at 1-604-868-0002. Be ready for the coming school year by having your board retreat booked in your calendar now. To your success,  Douglas Halladay President Halladay Education Group P.S. Don't forget to go to our secure Online Store to invest in our Strategic Planning or Start-A-School Toolkits.They're affordable and practical.

Halladay Education Group’s Inner Circle eZine Newsletter - March 23, 2007

Hi Inner Circle Member:

Happy Spring Equinox. My wife, our 2 kids and I spent the last few days down in the Seattle area for a mini-spring break. My son, Gresham (age 7), has been watching Red Lobster commercials on T.V. and had to find out how good their lobster meals really were at the Washington-based seafood restaurant chain. Well, there’s no influence like commercial TV to motivate buyers, so we headed south to the US (we’re literally right on the US border...as is 80% of Canada) for a little lobster-fest, shopping, and swimming in hotel pools. Though the traditional Pacific Northwest weather never strayed far from the liquid sunshine, we had a great time.

I’m a bit of a band-wagon Canuck’s hockey fan. This means that I jump on and off the bandwagon based on how well the Vancouver Canucks are performing in their standings. And right now they’re in first place in their division with the hottest goalie in the NHL, so I’m getting ready for a long play off run. Amazingly this can go right into June (ice and summer time just don’t make sense...oh well).

I’m always impressed by the continued interest by clients who are looking for help in starting their own school or to improve the operations and performance of their private school or non-profit. My clients come from North America, Asia, Europe, and the Middle East. Many find me through their Internet searches, while others are referred to me by word-of-mouth by other happy clients (and I thank you for your trust in my services).

I wish I could tell you about my updated website, but it’s about 99% there, and should be up by next Monday.

Enjoy today’s eZine,

Doug Halladay

President

Halladay Education Group Inc.
www.HalladayEducationGroup.com

http://www.HalladayEducationGroupInnerCircle.blogspot.com

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In This Issue

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1. Why Do You Need A Strategic Plan?

2. Starting a School – Organizing a Well-Functioning First Board

3. Inner Circle Thought of the Week (it’s actually quite good!)

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1. Why Do You Need a Strategic Plan?

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Many School and Non-Profit leaders ask me if their organization really needs a strategic plan. It can be a lot of work and expense to an organization, and can pull resources away from every-day operations. My simple response is, “would you build a house without a blueprint?” NO! Continuing on, here are a number of other compelling reasons why your organization needs a strategic plan and can be easily justified.

1. MISSION CHANGE:

The most compelling reason for undertaking a strategic plan, and the most difficult to deal with, is when the mission of the organization (its purpose) is brought under question. Any time you have thoughts of changing the basic mission of the organization you will have a need to initiate the strategic planning process.

2. ORGANIZATIONAL UNCERTAINTIES:

Schools and non-profit organizations have to deal often with changing circumstances around them and make adjustments less traumatic than changing their mission. Although the organization’s purpose may be clear, the environments in which they do business (internally and externally) change, calling for modifications in how they do things. The strategic planning process allows leaders to hypothesize, peer into the future, and bring to the surface the uncertainties, making more informed decisions on the ways of moving forward.

3. DECISION MAKING:

Boards, Principals, Heads of School and their staff all need an inclusive and understandable basis for day-to-day decision making. Decisions in governance and management are more consistent when made purposely, with full examination of possible future consequences, within the framework of a set of determined priorities, and in harmony with the perspective of all of the organization’s programs and levels of authority. Strategic planning can give decisions that foundation.

4. FUND RAISING:

Most schools and non-profits need to attract donated money. A successful fund raising plan rests on a realistic determination of the funding needed and a persuasive statement of why people should contribute support. These essentials emerge best from strategic planning. Comprehensive planning is one of the key marks of readiness needed when undertaking the commitment that a major capital campaign requires.

5. RESOURCE ALLOCATION:

All organizations must delegate their resources and constantly be watchful in expending their revenues and assigning personnel. Board members of non-profits have a fiduciary role in financial responsibility. The approved budgets are financial plans for the short-term; strategic planning enables boards to enact sensible resource allocation over longer periods of several budget cycles.

6. PERFORMANCE EVALUATION:

The criteria used to measure and evaluate how well an organization is doing are established through strategic planning. In deed, there is no way to tell whether an organization is achieving its purpose unless somewhere along the way those purposes are clearly stated. Hence, your strategic plan forces school leaders to deal with the ‘means’ and ‘ends’ of the organization and whether they have been achieved and to what degree.

7. ORGANIZATIONAL EFFECTIVENESS:

Schools function as a team – the board, the Principal, and the staff. The strategic planning process magnifies team effectiveness, revealing the focus needed to be put on leadership. Planning measures board commitment and the fulfillment of its responsibilities and the mission, board support and oversight of the staff, and any micro-management or invasion of the staff’s management and operational duties. It will pinpoint the need for change in board composition, executive leadership, the organization, or the procedures needed to achieve the goals of the plan.

If you would like more information about Strategic Planning call me at 1-604-868-0002 or emailinfo@halladayeducationgroup.com , or go to: http://www.halladayeducationgroup.com/services.php?sub=strategic#topheader me at

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2. Starting a School – Organizing a Well-Functioning First Board

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When you are starting your school and shifting from an initial Steering Committee to a structured Board, you need to ensure that your Governance Model is based on sound fundamentals. You need to understand right from the beginning the roles, boundaries, and terms of reference for your board and committees...the critical distinction from governance and the administrator’s role, management. Though the 2 parties must work in mutual synergy and have an open, trusting relationship, the role of the board must be kept clear and distinct from that of the staff. But what is the role of the Trustees:

1). FOLLOW ONE-VOICE PRINCIPLE:

The board members have the authority to speak in their governance capacity only when attending official board meetings. When the board does speak, it speaks with 1 voice, rather than multiple voices of the individual trustees.

2). SIZE AND COMPOSITION:

There is no right answer to the question of how large a board should be. However, there is 1 clear trend toward smaller boards and toward structuring the board according to needs identified by the organization’s strategic plan. Hence, you will need enough members to fill your initial board committees, understanding that non-board members can also serve on these committees. You will need diversity, knowledge, skills to understand and evaluate options, and skills in starting the school (e.g., lawyer, accountant, realtor, educator).

3. BOARD MEETINGS:

Meetings that are carefully structured and efficiently conducted will help trustees feel that their time is well spent and the board adds value to the organization. Focusing agendas on strategic issues rather than on “administrivia” and listening reports.

4). COMMITTEES AND TASK FORCES:

Subgroups of the board are critical to the successful implementation of the plan. However, for them to work well, each group needs to have a clear charge, and the board must resist the temptation to repeat committee discussions when their proposals reach the board. Additionally, the goals for the committees should be driven the strategic plan, with performance benchmarks laid out to be reviewed.

If you would like more information about Board Governance call me at 1-604-868-0002 or emailinfo@halladayeducationgroup.com , or go to: http://www.halladayeducationgroup.com/services.php?sub=online_assessments#topheader me at

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3. Inner Circle Thought of the Week

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Best newspaper headlines of years past.

1. Include Your Children When Baking Cookies

2. Something Went Wrong in Jet Crash, Experts Say

3. Police Begin Campaign to Run Down Jaywalkers

4. Drunks Get Nine Months in Violin Case

5. Iraqi Head Seeks Arms

6. Local High School Dropouts Cut in Half

7. Panda Mating Fails; Veterinarian Takes Over

8. British Left Waffles on Falkland Islands

9. Teacher Strikes Idle Kids

10. Bush Wins Budget; More Lies Ahead

11. Plane Too Close to Ground, Crash Probe Told

12. Miners Refuse to Work After Death

13. Juvenile Court to Try Shooting Defendant

14. Stolen Painting Found by Tree

15. Two Sisters Reunited after 18 Years in Checkout Counter

16. War Dims Hope for Peace

17. If Strike Isn't Settled Quickly, It May Last a While

18. Couple Slain; Police Suspect Homicide

19. Man Struck by Lightning Faces Battery Charge

20. New Study of Obesity Looks for Larger Test Group

21 Kids Make Nutritious Snacks

Smile and enjoy your day.

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To your success,

Douglas Halladay

President and Founder
4316 Arthur Drive, Ladner, BC, Canada, V4K 2W8
P: 604.868.0002/F: 868.472.8737/Email: info@halladayeducationgroup.com
www.HalladayEducationGroup.com

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P.S. If you’d like more information about how Halladay Education Group can help you with the following services, please email info@halladayeducationgroup.com or call us at 604-868-0002:

- Start a School

- Strategic Planning

- Board Governance Workshops

- Head of School Searches and Evaluations

- Coaching for Chairs and Heads

- Institutional Assessments

- Markets, Recruiting, and Admissions

- International Development Projects

P.P.S. WOULD YOU LIKE TO RECEIVE MY ECOURSE ON STRATEGIC PLANNING FOR PRIVATE SCHOOLS AND NON-PROFITS?

So far, more than +100 educators and non-profit leaders have signed up for my complimentary 10-part email mini-eCourse entitle, "Strategic Planning: The 10 Steps to Success." If you're not one of them, do it now. It provides a clear overview of the fundamentals needed to develop your own strategic plan and many secret short-cuts to ensure that you’re on track.

Sign up here by emailing the following address and putting in your subject, “Sign me up for the 10-part Strategic Planning mini-eCourse”:

info@halladayeducationgroup.com