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SUSTAINABILITY, EQUITY, DEVELOPMENT SOMETHING ELSE: Survival Is Not An Option CHAPTER TWELVE - You're Bleeding Again
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YOU'RE BLEEDING AGAIN |
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A man with a surplus can control circumstances, but a man
without a surplus is controlled by them, and often has no opportunity to
exercise judgment.
You can't have your cake and let your neighbor eat it too.
Solutions are not the answer.
They may forget what you said, but they will
never forget how you made them feel.
A man who's not his word is a cockroach.
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A. Austin, Kozmetsky, and REAL Economic Development SAIAT's
Financial Performance for Fiscal Year 2006: The above included depreciation, and I held back capital expenditures to produce terrific cash flow. The FY 2006 SAIAT represented the hybrid model I had envisioned, and it worked. I poured my heart and soul into producing the organization and loved it. We served the business community with the kind of customized training most people didn't think was possible. The model not only complied with the words spoken by the politicians, but it also worked in reality producing over two-thirds of its revenue through operations serving its customers. Under such circumstances it did not occur to us that anyone could look at the money we had accumulated and believe they had the right to steal it. We must now return to March 2005. GTEC had
been replaced by REDC, but Sharon
Bronson's "Red Sea" name, while catchy and humorous, had to change. In
March 2005, Steve Lynn (interim executive director) and others produced the
name that would stick: Tucson Regional Economic Opportunities, Inc, TREO, which
would be accountable for all economic development,
including attracting higher-paying companies, retaining and expanding existing
businesses, and helping start-ups. The Blue Ribbon Panel became TREO's board, consisting of
Supervisor Bronson, Mayor Bob Walkup, the president of the University of
Arizona, the chancellor of Pima Community College, the chairman of the Tucson
Metropolitan Chamber of Commerce, and four additional high-ranking members from
the private sector. -
Kendall
E. Bert, 59, executive director of the Tucson Office of Economic Development Performing a great oversimplification, I exaggerate little (if at all) when I write that TREO inherited funding and accountability from a collection of organizations. Its motis operendi quickly evolved into stealing all of the funding and shirking all of the accountability, becoming an entity paid seven figure sums that did not have to do a thing. Accountability for the workforce training grants (tried to give to SAIAT), the BusinessLinc program (tried to give to the Chamber), Peurto Nuevo (just shut it down), the Enterprise, Empowerment, and Foreign Trade Zones (just slash to lip service) all disintegrated and many lost their jobs. The cloth expanded the Downtown Tucson Alliance, a perfectly functional organization, into the larger Downtown Tucson Partnership that added nothing but board members and another overpaid suit. The Rio Nuevo project disintegrated. Returning to Spring 2006, TREO invited me to join a group that was going to economic superstar Austin, Texas to learn how it had accomplished such extraordinary achievements. Both the Mayor and Supervisor Bronson went, as well as council members Steve Leal and Karin Uhlich. I got to meet many individuals, including Ron Shoopman of the Southern Arizona Leadership Council. Ron had been a fighter pilot in the National Guard, and he had taken Senator Giffords up in an F-16. I thought of fable #14 for macho morons and asked if he and Giffords had buzzed a Cardinals football game during the flight. I wish I had a photograph of his reaction. We both recovered, and he added that she flew the thing so hard it almost made him sick. Other people on the trip included Jack Camper of the Chamber, Mayor Loomis from Oro Valley, Bruce Wright and John Grabo of the Tech Park, Jana Kooi from PCC, Don Martin of Competitive Engineering, Francie Merryman of Northern Trust Bank, Jim Mize from the county One Stop, Laura Mance Kelly from Coldwell Banker, Don Bourn of Bourn Partners, and Teya Vitu, the Citizen reporter who covered economic development.
Pike Powers may indeed have contributed significantly, but I saw him as more of a catalyst than a causal agent. He had provided neither the vision, and just as if not more important, the funding. The real deal, the visionary that put the beef inside the bun, had been George Kozmetsky (1917 - 2003), the founder of Teledyne. Kozmetsky had both the money and the foresight to give back some of his good fortune to the community of Austin, Texas. Individuals who have souls and strike it obscenely rich would on occasion experience the desire to return some of the wealth they amassed to the humanity they would leave behind at death. The most famous of these, Andrew Carnegie, is known to the educated for his frequently quoted assertion, "A man who dies rich dies disgraced." Kozmetsky acquired these sentiments, and genius that he was, had no desire to reinvent the wheel. He looked at other cities across the country. The search could not have been easier. His gaze fell on Chapel Hill, North Carolina and instantly locked. He got the concept of the triple helix at once and joined the University of Texas, becoming its business dean in 1966. While Tucson's cloth heads praised Pike, I read what Larry R. Faulkner, President of the University of Texas at Austin, wrote about George Kozmetsky here.
Unlike many in our economic development community, Kozmetsky understood 21st century education and training and the distinction between the two, which I will get to later. I got the paragraph below from the literature, but still haven't found the exact source: During his deanship in 1977, George founded the IC2 Institute, a think tank charged with researching the intersection of business, government and education. It was Kozmetsky's vision of the Technopolis, studied and written about by the fellows at IC2, which has largely shaped the development of Austin in the last two decades. In 1983, George and IC2 were enlisted in the collaborative effort to convince Microelectronics and Computer Technology Corporation (MCC) that Austin should be its home. The city, at Kozmetsky's instigation, sold itself as not just what it was, but what it would become. A similar approach was used to attract 3M in 1984 and Sematech in 1988. Later, AMD, Motorola, Samsung and many others followed suit, fulfilling Kozmetsky's vision of the Technopolis. A more detailed description is available from this June 15, 2002 article at the IC2 Web site. No cloth. No trips to Europe. No pasting of the mayor on a DC billboard. No yellow streak. Kozmetsky, crafting the concept of the Technopolis, made Austin itself a Tech Park. With the huge Texas-style university and all of its students, Austin became a great time with awesome music to boot. One number captured almost everything: 80 percent of the students graduating from the University of Texas in Austin stayed in Austin. About workforce development and education, I had lots to say. To my amazement, I would soon learn that TREO didn't think the training at SAIAT contributed to workforce development. More accurately, the belief that another agency accomplished something meant that it had to be funded, so TREO could not usurp its public support. Such concepts would not click for some time, but when they did, Cigar Man would occur as a prophet. Teya Vitu took lots of notes during the trip, and the Citizen reported a series of stories. Jana Kooi and Laura Mance Kelly each wrote a piece. Lots of conversations took place, and everyone was telling me SAIAT, at long last, was an accepted part of the economic development activity in the community. Jana Kooi and I shook hands. Steve Leal and I shook hands. (Leal and Ibarra were not SAIAT allies back in the Perry days.) I felt terrific. SAIAT operated in the black. EVERYONE told me its operations were valuable and making a difference. They seemed to be understanding the importance of workforce development. I left Austin thinking Cigar Man was mistaken. B. Butchery and Betrayal Summer 2006 came, which meant the end of the fiscal year and the annual frenzy regarding next year's funding levels for the economic development agencies. Rumors circulated that TREO was going to slash the funding of these agencies. Those not directly associated with economic development would be zeroed completely. Everybody was saying TREO would still support SAIAT, and CEO Joe Snell even mentioned SAIAT during his address at the well-attended September 24 luncheon. Grapevine told us to expect a cut from $242,500 to $200,000. We could survive such a cut, perhaps a little blood. TREO told us they loved us and that SAIAT was terrific. We had diversified funding streams. We generated two-thirds of our operating budget. We had a state of the art training center perfectly positioned to become a corporate assistance and training environment. They invented language for the place, calling it the "Business Convergence Center." The Micro Business Advancement Center would move in. Other business development agencies could join as well. They presented the Business Convergence Center concept to the mayor and Supervisor Bronson. Everyone loved the idea. SAIAT was happy. TREO was happy. Joe Snell shook my hand and personally told me he was very impressed with our operations. Mayor Walkup and Joe Snell had toured the SAIAT facility in the Spring of 2006 and both spoke of its important role in Tucson's workforce development system. Cigar Man
entered the shop in June 2006. I spoke from the couch of the great news.
He turned and shook his head, "Talk to me in
six months." I pressed for details. He asserted, "You're already dead." This led to our one altercation. In the shade between the Cigar Shop and the Shoe store, we raised our voices. By this time I could cite financials and performance statistics from memory. We generated over two-thirds of our own revenue. We helped train over 10,000 working Tucsonans per year. We cost less than a fourth of Job Path in public funds and produced five times the results by any standard. I yelled, "Our largest customer is Raytheon and Raytheon loves us. They are on TREO's board. WE HELP TRAIN OVER 10,000 WORKERS!!" Cigar
Man yelled back, "YOU COULD TRAIN A MILLION OR TEN MILLION!! It makes no difference
what you do, no difference at all. BHP had the best smelter in the world.
Remember?" In September 2006, TREO's behavior shifted dramatically. All the positive energy and enthusiasm about a "Business Convergence Center" transformed into criticism that we were not fulfilling our mission of training workers. I met with TREO Vice-Presidents Lee Smith and Kendall Bert. With aggressive and cold language, they became positional and hostile. At least three times, Lee asserted, "I am a major player!" Why was he telling me he this? A major player in what? What did that have to do with improving the wages of workers in Tucson? Major players never say they are. Can you imagine Jim Click or Don Diamond declaring they are major players? I just looked at him without knowing what to say. From the position of an angry supervisor making harsh demands, Smith and Bert proposed SAIAT assume accountability for the Department of Commerce Job Training Grants and that the additional workload would require at least one and perhaps up to two full time employees (we had five). Okay. They told us to give up a room and an office and provide infrastructure (phone, etc.) for other agencies to be identified. Okay. They said we were to continue to provide all of the services we had performed in FY 2006. Okay. Then they insisted we do this while incurring a $92,500 reduction in funding, a slash from $242.500 to $150,000. WHAT? We were to increase our workload by more than 30 percent, give up space, and sustain a $92,500 reduction in funding after barely breaking even last year with a windfall project? We needed every penny of $242,500 to break even. The anticipated $200,000 was likely to involve a loss. At $150,000 we would bleed every month. The proposal infuriated the executive committee. John Rix shook his head, "We knew they were going to screw us." Vice Chair Wayne scratched some numbers on the paper before him, not liking what he saw. He spoke the way smart people speak, "This is terrible." The committee decided to counter with, "Okay, we'll do the extra work, but can you reduce the cut and fund us at $195,000?" TREO seemed agreeable, and the amount was only $5,000 less than we anticipated. Staff and I would be busier, and the year would probably involve bleeding, but at $195,000, the losses would be limited to about $50,000 (we had almost $250,000 in the bank). With some hard work and luck perhaps we could minimize the bleeding to $25,000 or less. I told TREO the $195,000 was acceptable to the executive committee. It did not occur to me that the board would not endorse the committee's decision. It always had. I forgot to anticipate the cementheads, the Solutus morons, a terrible mistake. Unable and unwilling to listen or learn a thing, the Solutus cementheads didn't get the game at all. Both Dave Beveridge and Rich McKinney persisted in thinking in terms of linearity and simple addition. They thought we were Honeywell and spoke about the operations manager as if she were an injection-mold machine. Even more nervous about the deal on the table, Beveridge shot an email to the rest of the board asking if it would be possible to break even at the full $242,500 funding level while assisting companies with the grant. If TREO supported our operations, why were they proposing such a brutal reduction in funding knowing it would inflict losses? Why did they want us to lose money? We knew that TREO had been provided funds for SAIAT at last year's level of $242,500. While the city contract with TREO did not itemize outside agency funding (except for Job Path), the county contract did. Both allocations provided an aggregate sum that allowed funding all agencies at amounts equal to last year. The board met on September 28. Beveridge was livid, and the linear-minded engineer's analysis suggested massive hemorrhaging even at the same level of funding. He wanted to ask for MORE money, say $300,000, to do the grants. I told him we would be fine at $195,000. I would handle it. He had no confidence in me and would not believe it. To reach a consensus, the board agreed to accept the extra work, provide all the services TREO had requested, but request the funding level remain unchanged. They instructed me to write a letter for Vaughn and me to sign making the request. Everyone approved, and I delivered the letter to Bert on Friday, September 29. Summarizing, it said, "We are small and weak and don't know how this will play out. Please don't cut us this year, and next year, with more information, we can re-address funding." Both Vaughn and I expected TREO to reject the counter and keep the number at $195,000. We could not have been more wrong. The response? "Forget it. We'll keep the grants, lease no space, and cut your funding from $242,500 to $92,500 for the same services you provided last year." WHAT?! Why didn't they just say no? Vaughn and I met with them. They were furious. Take $110,000 or nothing. I then learned that Raytheon was NOT going to lose their trailers and that RMS was pressuring RLI to stop conducting training off site, which meant our rental revenue was over-budgeted by about $50,000. We were about to lose $150,000 to $180,000, and we were already a third of the way into the year. The city contract with TREO only protected Job Path. Hermie Cubillos had done her work. TREO was not allowed to take her funds. We learned that TREO kept the $30,000 allocated to Goodwill Industries, and much later, that it had also helped itself to $60,000 in funding allotted to the Microbusiness Advancement Center (MAC). Suzanne ate the loss of thirty grand without saying a word. MAC either fired or asked for the resignation of its director, Mary Gruensfelder-Cox. Either way, she quit, and cross hairs quickly formed on my back. The county contract with TREO allocated $142,500 for SAIAT, the same as the prior year, which it had done for all agencies. Further, the contract insisted that a change exceeding five percent required written notification of the county administrator. Since TREO not only took all of the $100,000 of the city funding allocated for SAIAT, but also an additional $32,500 from the $142,500 the county had allocated, Joe Snell had to write the county a letter. Since only the city, not the the county, allocated money to Goodwilll and MAC, Joe was comfortable saying "every agency" but SAIAT got the same funding as last year. The SAIAT board's 9/28/06 letter to TREO stated the position that it wished the funding level to remain unchanged. From Snell's November 7, 2007 letter to Chuck Huckelberry we have: With the exception of SAIAT, all are receiving the same amount or more funding than last year. As approved by the Board of SAIAT and TREO's Board, SAIAT's funding has been reduced from $242,500 to $110,000. Although the amount allocated to SAIAT has been reduced, I am pleased that performance measures for SAIAT are expected to exceed last years. Read that a couple times. Our performance measures will be better after a 55 percent funding cut? Think about that. Please dear reader, consider the logic. If I cut your salary 55 percent and tell your family you can provide more for them, what is your reaction? YES, IT IS INDEED THAT STUPID. Who can write such a letter and look in the mirror? Snell doesn't bother to tell Chuck about the city money he took from Goodwill or MAC, "all are receiving amounts equal to or exceeding last year's levels."
Our cash reserves had nothing to do with SAIAT's generating 70 percent of its revenue on its own? The city and county had been cutting our funding ever since I took office. My job involved dancing on the edge of a knife, and this last blow, one that provided no possible angle for survival, served SAIAT a death sentence and lifted a certain lens from in front of my eyes. Everything Cigar Man had been saying for two years now fell into place like dozens of jagged pieces into a twisted puzzle. Cloth had nothing to do with producing anything, anything at all, of any value, any value at all, for anyone, anyone at all. TREO employees did not have to produce anything but illusion and a good show. My cloth glasses removed, Kendall Bert now looked like a worthless bureaucrat that had never run a business in his life and couldn't manage a lemonade stand in front of a Walgreen's. The vermin mentioned our cash reserves at least half a dozen times, going on and on about the money we had in the bank. Language could not capture my disgust, and the lack of awareness behind his eyes was staggering. He had no clue. August Account Balance: $218,347 Someone who understood football could watch a scoreboard without seeing the playing field and still have a rough idea of what was happening from watching the score change. Starting at 0 to 0, if it became 0 to 3, someone knowing football would have a good idea what the scoring team did. The concept also applied to the financials of a business, only more complicated. If a board member understood the game, they could scan a balance sheet and a set of P&L's and gain a pretty solid understanding of what was going on. ONE HAD TO KNOW THE GAME. At every board meeting, John and Wayne immediately went for the financials. They dove for the balance sheet (how much do we have?) and then the P & L's (up or down?). If the board consisted of these two only, we would not have board meetings. If receivables climbed too high (I kept payables low) Wayne grilled me proper unless John beat him to it. Major player Smith and Kendall Bert threw blood on a spreadsheet with no connection to what such scores meant on the field. They forced the scoreboard with no consideration of the players. They did not consider the SAIAT board, staff, or customers. Stated more simply, they did not consider SAIAT. The cut cemented my departure. I was dead. In the TREO office in October, I knew it was over. I felt physically sick. The January 1995 bullet ripped the side of my skull. The October 2006 bullet pierced straight through the heart, a fatal center shot. Were it not for my concern for staff, I would have called Vaughn that day and tendered my resignation. I will get to why I chose different timing. I knew blood, and most find the experience of profuse bleeding disconcerting. Everyone on staff came to me with fear in their eyes and pleaded for as much notice and as much severance as possible. Our receptionist was pregnant and terrified of losing her health insurance. Everyone updated their resumes. The operations coordinator and I made plans to resume full-time study at the university beginning fall 2007. The business developer and the operations manager understood that TREO could not be trusted and started crafting other choices. The bleeding crippled our ability to recruit new board members. No one wanted to be associated with an organization that was bleeding to death. By April 2007, SAIAT would have three board members. Soon enough, the blood would be my fault. The aces were loading their weapons. Telling staff I faced imminent assassination would have been too much information at this time. The 55 percent slash in funding slammed the board and staff. Lee Smith and Kendall Bert sure knew how to ruin a place. Galis resigned at once and John Rix resigned a few weeks later. Beveridge and Kinney vilified TREO. Beveridge blasted Vaughn and me for agreeing to the TREO contract, insisting we were inept for not having obtained more funding. Even when we were burying Beveridge (coming soon), he was still insisting that the board had never approved the contract. September Account Balance: $200,293 Kendall Bert had never run a company. He possessed none of the battle scars that built the character of those who have. Had he ever found himself unemployed because a torpedo hit his ship? Had he ever been fired? Had bullets grazed his head or cut into his flesh? Had he ever fired anyone or laid someone off? Had he ever rushed to the bank to transfer funds to make payroll? Had he ever failed to make payroll? Had he tasted the fear of falling through the sky in a situation that didn't take prisoners or listen to excuses? The cozy bureaucrat had lived his entire life in the warm breast of bureaucracy. I am not kidding about the void behind his eyes, which was horrifying to witness as he took a machete to a fine organization run by a terrific team of people. Sitting on his fat pension and a job on top of the pension, double dipper slime ball Bert had no worries and no clue. What consequences did TREO intend with this bloodletting? We would find out soon enough. October Account Balance: $187,131 Whatever they intended, they completely destroyed their relationship with me. I hate cockroaches and found the experience of interacting with them painful. The timing of my exit forced me to endure two more meetings with the trash. I showered and scrubbed after each. When I inherited SAIAT it was a million dollar disaster whose funding had been slashed 75 percent to $250,000. We lost $360,000 that first year. With considerable effort and stress I found what was necessary to bring the organization into the black for FY 05 and FY 06 and build up reserves as directed by the board. The reserves were targeted towards a workforce development project to serve the community. I didn't fly ropes to Sweden. I stayed right in Tucson and poured my heart into the place. Our investment ideas were now lying in red pools on the floor, or rather, in TREO's surplus for the year. Thieves. All they did was stash the cash in their own account and brag about it in their annual report as "improved financial performance." Go ahead, read their FY 2007 Annual Report yourself and you will see that they only spent 82% of budget. That's because they stole the money allotted to Goodwill, SAIAT, and the Microbusiness Advancement Center. To think that I had trusted these people and liked them. I flew to Austin with them. They said I was doing a good job. They said they supported our organization. I never considered the possibility that they would slit my throat. In a truly amazing experience, almost 25 years after reading Ayn Rand's masterpiece, a Hank Reardon with a lean, mean efficient machine that generated 70% of its funds from the private sector, I sat before an utterly worthless human being, Kendall Bert, a for real Wesley Mouch government administrator who had never generated a real dime in his life. November Account Balance: $177,281 Perhaps my greatest failure involves lack of sufficient schmoozing and politicking. I have poorly developed ass kissing skills, a fairly significant dose of geek, don't like to brag and don't like crowds. I started speaking that the notion of a self-sustaining SAIAT, which had been part of the thinking during and since its founding, made no sense. A self-sustaining SAIAT would have to run like a for-profit operation, which eliminated activities that did not generate an acceptable rate of return. SAIAT would cease to perform customized training, its core mission. December Account Balance: $166,868 In Chapter Fifteen I will address workforce development. For now, let's just consider the hybrid model that I built and whether it makes economic sense. Let's consider some of the real examples of the customized training that SAIAT provided. Does the community get good value for its money by funding SAIAT at the $250,000 the hybrid model required? Keep in mind that the subsidy could be dramatically reduced if the community furnished the facility infrastructure. SAIAT had to pay for everything. A small Tucson business called the business developer. They had an older worker who was not computer savvy and needed to fortify certain basics associated with Word, simple spreadsheets, email, and attachments. The company needed training for one person. We had our Microsoft Office guru sit with the employee for a day, six hours at SAIAT--then a few hours in the person's own office. The company was about to fire this worker. The one day of training changed everything. We had to pay the instructor $240. We charged the company $450. No other training organization offered customized one-on-one training at such a price--not New Horizons, DRA, The Center for Business Solutions, or The University of Phoenix. University of Arizona's Extended University did not do this. The hybrid could offer such training by using its subsidy and other revenue streams to make break even or even slightly losing services available to support the community's businesses. The woman kept her job. The county called us needing Building Geodatabases, a course requiring us to fly an instructor down from ESRI Headquarters in Denver and pay them $10 grand. A publishing firm called to request one day of integrating Dreamweaver and Fireworks to produce Javascript on Web sites. The company wanted two people trained. We conducted this at cash cost. When we got requests for training we could not handle but knew someone who could, we did not hesitate to make referrals. An employer required high grade Cisco Certification training. I had no one, but I knew Paul (New Horizons) had Stacey McBride, one of the best Cisco instructors in the city. I worked out a small margin for SAIAT with Paul, and New Horizons conducted the training. Everyone was happy. What was the economic value of 125 people per month being assessed in Tucson instead of having to drive to Phoenix? Well, what is 6000 hours of a Tucson Pest Control worker's time worth? At $12/hour we're at $72 grand, and of course there's the gasoline purchased. At 1,500 roundtrips to Phoenix at 200 miles a pop that's 300,000 miles. Let's carpool well enough to cut it to 200,000 miles (very optimistic) and let's also be very conservative about cost per mile and use thirty cents. We get $60,000. SAIAT's Pest Control Certification Services alone saved Tucsonans $132,000 per year at the very minimum. What is the economic value of our customized training? What would EOST have had to spend to acquire an IPC 610 A Certified soldering instructor to teach their six people? What is the economic value of the one woman who would have been fired, but with one days training, got the skills she needed to keep her job and do it well? Her salary? What would have happened at Texas Instruments had they not been able to train those workers to use the website? What would that translate to in dollars? What is the economic value of the Quantitative Methods course we provide the Raytheon employees for their certification exams? What is the value of OSHA training we provide? January Account Balance: 154,410 What is the economic value of the training center itself, and if SAIAT were to close, where would the thousands of employees trained in our center each year go, and how much more will they have to spend? Who rents state of the art classrooms with free high speed wired as well as wireless internet, ample free parking, catering services, computer labs, and ample boards, easels, projectors, and classroom infrastructure support? Who can manage reserving such rooms at half day granularity and easily configure this room into five separate configurations? Who can rent a classroom for a course that starts at 2 AM on a Sunday morning? Call around. With the High Tech High Wage Program, the economic return was far easier to calculate. The average student entered the program making about $7.70 per hour in a variety of jobs. Upon completion of the program they averaged about $15.35 an hour, and if we forego overtime (yea, right), this produces a $16,000 increase in annual wages per participant. This program cost about $6500 per participant. Spend $6500, and you now have a worker earning an extra $16,000 in the Tucson community every year. This person spends that money, pays taxes, and by the way, what do their higher skills add to the Tucson business utilizing them? HTHW cost around $110,000 a year over about 4 years. It easily generated $3 million dollars and the faucet still runs to this day. We will never know the value of MSE in economic terms. About two-thirds of the participants, 200 people, moved into HTHW. MSE trained about 20 people for for twelve weeks for $4600, $230 per person. Those completing the training used it to enroll at the University of Arizona, Pima Community College, or gained promotions at work or new jobs. Entering as terrified souls, they left with a feeling of confidence and the conviction that they had intellect and could learn. Although a woeful underestimation, we did track their immediate average wage increase, about $2.50 an hour. For eighty people, this came to a $416,000 increase in the wages earned by Tucsonans. I had SAIAT do it for $18,400. Does the reader understand? Rather than talk about doing it, we did it. I taught MSE personally on Tuesday and Thursday nights. I am not saying every class had twenty people, but those who came got the results. What skills did this pump into the Arizona workforce? Mathematics, confidence, leadership, self-esteem, and critical thinking. February Account Balance: $153,361.
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