Ngs2017 pub 092014 ppp

NGS2017 Our Strategic Direction

THE NATIONAL GRADUATE SCHOOL

OF QUALITY MANAGEMENT

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Management without prior written consent from the National Graduate School of Quality Management. For information, please call 800.838.2580 or visit www.ngs.edu. ©2014 ◦ The National Graduate School of Quality Management

Celebrating 20 Y

EAR

S of Quality Education

- success you can measure

Our Strategic Plan: NGS2017 This is the NGS Strategic Plan for 2014 through 2017. Our plan sets broad new goals in five important areas that align our vision, mission, and objectives.

It defines how NGS can be unique and compete in the higher education market.

It articulates NGS’ future direction and how we will position with college for success.

It provides the framework for decision-making, resource allocation, implementation and measures of success.

2

Applying our tools, knowledge, experience and

innovative passion to the

transformation of our school

…

Our #1 priority is

student success

NGS Transformation Initiatives and Strategic Plan

The National Graduate School of Quality Management has a unique place in the country’s higher education landscape.

We offer quality concepts-enhanced business education for leaders and managers who aspire to make a measurable difference in their organizations.

Our graduates will be organizational heroes by deploying tools and techniques that will increase organizational effectiveness, ROI, competitiveness, and performance.

Our students travel a unique, outcomes-focused educational journey with NGS, culminating in the integration of their newly acquired knowledge, skills, and attitudes in a process improvement project in their work place.

NGS Transformation Initiatives and Strategic Plan 3

Dr. R. Clinton Miner President

“Coming together as a

High Performance Team for the future of our School and students!”

• Our Mission: to advance knowledge and best practices in Quality Systems Management and create innovative models with enterprise-wide significance

• Our value propositions: • Competency-based, experiential learning

• Student-focused, “where everyone knows your name”

• High-touch, personal engagement

• Integration of knowledge and skills through substantive end-of-program workplace project

• Quick, efficient, personalized issue resolution

• Our school: small, non-profit college, where students, alumni, faculty, staff, and partners advance Quality Systems Management through education and research

• Our students: working professionals from all industry, business, non-profit and government sectors


Dr. Zeita Merchant DBA, MPA, MSQSM Lieutenant Commander, U.S. Coast Guard

Recent NGS Graduate

• Pervasive quality theme

• Programs for professionals

• Efficient, without loss of substance

• Military-friendly

NGS is transforming

itself to remain

relevant for its students,

alumni and the community

and to enhance its financial stability

NGS2017 requires that we: • Change the status quo mentality • Create new: processes, approaches, culture,

transparency, structure • Anticipate the future; avoid crises management • Articulate a clear vision with actionable,

flexible strategy • Be all-inclusive: the entire NGS community has

ownership; key stakeholders involved • Ensure continuous improvement of governance • Maintain fiscal responsibility and accountability


Fundamentals of NGS 2017 Strategy Articulating our future course and embarking

on our 3rd decade Transforming ourselves to remain relevant and

competitive Leveraging what makes NGS unique in the

educational landscape Focusing on transparency, on being high touch,

on each student’s success Taking on the challenges Entrenchment attitude Establishing an ongoing critical mass of students Burned bridges and relationships Transitioning the Board of Trustees Organic history; improve structure and processes


NGS2017 outlines the transformation

of NGS, the continuous

improvement of our School.

It creates responses to environmental

and organizational pressures, the

evolving higher education

landscape, and it focuses on NGS opportunities.

NGS2017 tenets: Inclusion approach : NGS community involvement

Our future: agile planning to realize our opportunities

Our brand: continuously improved quality

Our finances: enrollment growth to ensure long-term financial viability; smart cost management

Our footprint: online, hybrid, on-campus offerings; new programs, markets, including international partnerships

Our portfolio: comprehensive, diverse, scalable


Faculty and staff Students Alumni Industry Military Associa-tions

Experiential Competency-based

Structured personal

experiences Integrative “Do”

performance

Flexible programs Certificates Services Center of excellence; NIIMS

NGS2017 Goals

Goal 1 – Fiscal: sustained financial stability Goal 2 – Enrollment: 500 degree students; 400

certificate participants Goal 3 – Processes: defined, transparent, compliant,

continuous improvement Planning & decisions Curriculum Development Faculty Development Student services Quality delivery Customer Relations

Goal 4 – Expand and diversify the NGS portfolio Center of Excellence: NIIMS Expanded certificate programs Workshops and seminars Quality academic programs

Goal 5 – Expand the NGS footprint and diversify market segments Community colleges Military Industry Cooperate with alumni New locations/new sectors International


Stable fiscal and financial

stewardship as core strategic

tenet

Goal 1 - Financial stability • Improved budget and forecasting

capabilities

• Financial review process implemented

• Revamp internal cost control procedures to manage budgeted expense items

• Reduce Indirect Costs and increase revenues


2014 Stabilize $400K

2015 $500K

2016 $750

2017 $1.0 Million

Goal 2 - Enrollment: planned, purposeful growth • Sustain annual enrollments of 500 degree

students (by 2017) • Sustain annual enrollments of 400 certificate

students (by 2017) • Continue optimizing offerings to key military

and government clientele • Develop viable programs in Europe (2015)

and Asia (2016) • Develop a supportive and active Alumni

group • Manage marketing resources judiciously • Enhance brand and program recognition

Sell the advantages of an NGS degree


Planning and decision processes (1/3)

Goal 3 - Defined and mapped processes Complete process definition and mapping for

all critical planning and decision cycles (end FY 2015) Quick, flexible cycles: implement just-in-time

course/service delivery

Dash-board decision-support metrics for Board of Trustees and ELT

Ensure all processes are transparent, published, owned by the community, and compliant


NGS 2.0 (2/3) Maintain: - quality programs and services - student focus - high touch culture - high- performance team

Goal 3 - Defined and mapped processes Fine-tune the NGS core organization to fulfill

all necessary business processes efficiently, accurately, and with absolute focus on student success and satisfaction

Focus on essential academic programs

Use staff augmentation resources to grow certificate programs without impact to academic programs


FDMP, CD, and CRM (3/3)

Goal 3 - Defined and mapped processes Faculty Development and Management Program FDMP objective: trained, credentialed, engaged, further best

practices, excellence in teaching, high interaction with students Curriculum Development CD objective: quality, experiential learning, competency-based,

focused on promoting, synthesis, integration, and application

Customer Relations Management CRM objective: organizational transparency, quick, effective

problem resolution/ prevention, retention, attracting new students


Selection/training CPD Coaching Remediation Admin support and functions

Defined/disciplined ISD process

Need-based competencies

Interactive methodologies

Continuous improvement

Strong assessment

tools

Post-graduation assessment

Voice of the community

Personalized RM Supports student needs and success Fosters networking

Improves tracking and resolution of

student issues

Overall process improvement

Promotes word-of-mouth marketing

Center of Excellence (1/3) Goal 4 - Portfolio goals

Center of Excellence for Quality Management • Promotes QSM as a discipline • Fosters research, publishing, and community of

knowledge building • Offers access to experts, consulting resources,

references, and best practices • Extends the mission of NGS into research and

development activities • Accelerates the expansion of the NGS footprint,

especially overseas


NGS CENTER OF EXCELLENCE FOR QUALITY MANAGEMENT

Goal 4 - Portfolio goals Expanded portfolio of certificates based upon needs of the community

• Retain current portfolio of Six Sigma programs • Develop new non-credit programs aligned with core

business • Implement a development and delivery cycle that

allows for fast responses to project opportunities • Gain authorization to award academic credit as

appropriate for certificate courses • Apply academic best practices to certificate

programs


Certificates (2/3)

Supplements and creates synergies with degree programs

Academic programs (3/3) Goal 4 - Portfolio goals

Quality academic programs Develop and field tools that assess the performance

of our graduates in the work place Implement Continuous Process Improvement (CPI) of

the curricula based upon assessments, stakeholder input, best practices, and research

Train faculty in effective teaching methods in asynchronous and synchronous delivery

Focus on competencies: teach to, assess, integrate Revise specialization content and build flexibility

into MSQSM and DBAQSM Expand portfolio and gain permission to offer core

general education courses at BSC level


Goal 5 - Footprint and market segment goals

• Educational partners - Extending relationships with professional associations - Articulation agreements with community college - Relationships with institutions without doctorate

programs

• Military - Establish MOA with military installations - Expanded offering of certificates for military and

government organizations

• Industry - Expansion beyond “traditional” targets, e.g. high

technology, biotech, services

• Better win-win relationship with alumni

• New locations/new market sectors


securing the

financial future

NGS2017 Financial plan elements Rebuild and protect financial reserves

with a threshold increase each year Increase volume and contain costs Select best NGS-friendly locations Assess activities at the fully-loaded rate Leverage information technology

business-effectively Diversify targeted markets


Ongoing Steps • Functional supervisors develop the operational

plans and measurements • Executive Leadership Team (ELT) develops

Financial Plan • ELT develops a Dashboard as a tool to assess

progress • ELT reviews/assesses progress quarterly • ELT provides the BOT the Dashboard and

assessment quarterly • Publish a NGS2017 update to the NGS

community each quarter • ELT monitors and adjusts the NGS2017 based

on the continued relevance of each goal


NGS2017: Transforming for success


Ngs2017 pub 092014 ppp

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