Investor Presentation Slides

Career Education Corporation 2008

Career Education Corporation

Signal Hill Education Preview

November 20, 2008

EXHIBIT 99.1

Career Education Corporation 2008

Gary E. McCullough

PRESIDENT AND CHIEF EXECUTIVE OFFICER

CAREER EDUCATION CORPORATION

Gary E. McCullough

PRESIDENT AND CHIEF EXECUTIVE OFFICER

CAREER EDUCATION CORPORATION

Safe Harbor

During this presentation, we will make forward-looking statements subject to known

and unknown risks and uncertainties that could cause actual performance to differ

materially from that expressed or implied by the statements. These statements are

based on information available to us currently. Some factors that could cause actual

results and performance to differ are

•

Our ability to comply with the extensive regulatory requirements for school

operations

•

Changes and uncertainties in student lending markets and student financial aid

programs

•

Financial and operating results, including student starts or goodwill impairment

•

Our ability to manage and grow our business in current and changing economic,

political, regulatory and competitive environments

•

Litigation, claims and administrative proceedings involving us

•

Costs, risks and uncertainties associated with our company-wide restructuring

•

Other risks described from time to time in our press releases and our filings with

the Securities and Exchange Commission.

We undertake no obligation to publicly release any revisions to forward-looking

statements to reflect events or expectations after the date of this presentation. We

provide a detailed discussion of risk factors in our SEC filings

and encourage you to

review the filings.

Non-GAAP Financial

Information

Non-GAAP Financial

Information

The Company has included some non-GAAP financial measures in this presentation to

discuss the Company's financial results. As a general matter, the Company uses these

non-GAAP measures in addition to and in conjunction with results presented in accordance

with GAAP. Among other things, the Company may use such non-GAAP financial

measures in addition to and in conjunction with corresponding GAAP measures, to help

analyze the performance of its core business, in connection with

the preparation of annual

budgets, and in measuring performance for some forms of compensation. In addition, the

Company believes that non-GAAP financial information is used by analysts and others in

the investment community to analyze the Company's historical results and in providing

estimates of future performance and that failure to report these

non-GAAP measures could

result in confusion among analysts and others and a misplaced perception that the

Company's results have underperformed or exceeded expectations.

These non-GAAP financial measures reflect an additional way of viewing aspects of the

Company's operations that, when viewed with the GAAP results and

the reconciliations to

corresponding GAAP financial measures, provide a more complete understanding of the

Company's results of operations and the factors and trends affecting the Company's

business. However, these non-GAAP measures should be considered as a supplement to,

and not as a substitute for, or superior to, the corresponding measures calculated in

accordance with GAAP.

Career Education Overview

Our Mission:

A global educational company committed

to quality outcomes and career opportunities

for a diverse student population

Our Mission:

A global educational company committed

to quality outcomes and career opportunities

for a diverse student population

Career Education Overview

A Leading For-Profit Post Secondary Education Company

2007 Revenue:

$1.7 Billion

Over 90,000 students

A Leading For-Profit Post Secondary Education Company

2007 Revenue:

$1.7 Billion

Over 90,000 students

*Demographics as of September 30, 2008

Students by Degree Type

Associate

46%

Certificate

17%

Bachelor,

Master,

Doctorate

37%

Students by Delivery

Method

Online

42%

Ground

58%

An Inflection Point in Our History

Transform

Strengthen

Foundation

Accelerate

Growth

Retrenchment

Acquire/

Build

High

Performance

New Management Team

Competitive Strengths

Strong core institutions…

delivering quality

outcomes

Leading on-line platform

Broad geographic presence

Strong balance sheet

Proven growth capability

Strong Core Institutions . . .

Leading network of allied

health schools

Leading network of allied

health schools

National network of culinary

schools

National network of culinary

schools

Multi-national online and

on-ground schools

Multi-national online and

on-ground schools

Network of business schools in

France

Network of business schools in

France

Nationwide network of

fashion & design schools

Nationwide network of

fashion & design schools

…

Delivering Quality Outcomes

…

Delivering Quality Outcomes

Surgical Technology Program at

Sanford-Brown Institute

Iselin, NJ

“PAE Elite Twenty Program”

Surgical Technology Program at

Sanford-Brown Institute

Iselin, NJ

“PAE Elite Twenty Program”

Council of College and Military Educators

2007 Institution Award

Wounded Warrior Scholarship Program

Council of College and Military Educators

2007 Institution Award

Wounded Warrior Scholarship Program

Exceeded all benchmarks in the 2007

Noel-Levitz Priorities Survey for

Online Learners

Exceeded all benchmarks in the 2007

Noel-Levitz Priorities Survey for

Online Learners

Brian Williams –

Leader of Culinary Arts

Business Unit, graduate of AIU

First to offer 100% Spanish speaking

culinary degree in United States

Brian Williams –

Leader of Culinary Arts

Business Unit, graduate of AIU

First to offer 100% Spanish speaking

culinary degree in United States

172,000 total graduates

(2004-2007)

172,000 total graduates

(2004-2007)

Student-Centric On-Line Platform

Virtual Campus and full student services

Proprietary learning management systems

Rich online collaboration tools

Access to the Virtual Campus using mobile

devices

Virtual Campus and full student services

Proprietary learning management systems

Rich online collaboration tools

Access to the Virtual Campus using mobile

devices

Source: Echo Research AIU Online Brand Research 2008

Broad Geographic Coverage

Art & Design

University

Culinary

Health

International

Campuses in key local markets

Online businesses attract from 65 different

countries

Ability to further domestic presence

Ability to meet student needs online and on-ground…

Strong Balance Sheet

Flexibility to absorb challenges along the way…

/1 Free Cash Flow = Operating Cash Flow less Capital Expenditures

Proven Growth Capability

Transformation Underway…

Unsustainable growth

Low margins

Sustainable growth

Margin expansion

. . . Unlocking sustainable growth potential

Improve

Organizational

Effectiveness

Targeted

Growth

Strategies

Reputation Overhang

Inefficient Brand

Structure

Independent

Institutions/ Operations

Performance Variability

2007 and Before

2010+

Optimize

Value

Proposition

Strong Reputation

Highly

Differentiated

Brands

Leverage Scale

Consistent High

Performance

Re-Build

Reputation

Create Strategic

Business Units

New Leadership

Centralize Support

Activities

Teach-Out

Unprofitable Schools

Brand

Development /

Rationalization

Improve

Marketing &

Admissions

Efficiency

Re-Invest in

Student

Experience

Strategic Business Units

International

Health

Education

Health

Education

University

Core

Institutions

Total

Brands

Enrollment /1

44,800

17,200

9,700

% Online

77%

Ground

Locations

Art &

Design

Art &

Design

14,000

Culinary

Arts

Culinary

Arts

10,300

As of October 31, 2008

2008: Nine Months Results

Segment

Performance

Versus Plan

Comment

Health

Strong organic start growth

International

University

CTU: double digit start and population growth

AIU: stabilizing

Culinary

Transition to new student loan environment…

new process in place

Art & Design

Transitional

Schools

Accelerated progress

CEC TOTAL

2008 On Plan

Growth Strategy

Technology

Consolidate

Strengthen

local

relationships

Retention

and

placement

Align

Leverage

quality and

diversity

Longer

Programs

Consolidate

Leverage

Brand

consolidation

Art &

Design

Art &

Design

Culinary

Arts

Culinary

Arts

Health

Education

Health

Education

University

Brand

Strategy

Marketing

Focus

Student

Experience

Online

New

Locations

New

Programs

Local

support

Optimize

Renewal

Optimize

Value

Proposition

Growth

Strategies

Financial Expectations

($ millions)

2007

Pro Forma

2010

Milestone

Revenue

$1,635

6% -

CAGR

$1,950 -

$2,050

Operating Income

$151

Low to Mid

Teens

$225 -

$270

Transitional

Schools

Operating

Income

($86)

N/A

($10 -

$20)

Total

$65

$210 -

$255

Est. Free Cash Flow

$166

$195 -

$235

Summary

Leverage-able competitive strengths

Transformation well underway

Strategies in place to deliver sustainable earnings

growth

Performance on track in 2008