NGS2017 Our Strategic Direction

Transcription

1 NGS2017 Our Strategic Direction THE NATIONAL GRADUATE SCHOOL OF QUALITY MANAGEMENT - success you can measure Celebrating 20 YEARS of Quality Education This material is protected by United States copyright laws. You must treat this publication like any other proprietary material. No part of this material may be copied, photocopied, reproduced, translated, or reduced to any electronic medium by individuals or organizations outside of The National Graduate School of Quality Management without prior written consent from the National Graduate School of Quality Management. For information, please call or visit The National Graduate School of Quality Management

2 Applying our tools, knowledge, experience and innovative passion to the transformation of our school Our #1 priority is student success Our Strategic Plan: NGS2017 This is the NGS Strategic Plan for 2014 through 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. NGS Transformation Initiatives and Strategic Plan 2

3 The National Graduate School of Quality Management has a unique place in the country s higher education landscape. Dr. R. Clinton Miner President Coming together as a High Performance Team for the future of our School and students! 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

4 Pervasive quality theme Programs for professionals Efficient, without loss of substance Military-friendly Dr. Zeita Merchant DBA, MPA, MSQSM Lieutenant Commander, U.S. Coast Guard Recent NGS Graduate 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 NGS Transformation Initiatives and Strategic Plan 4

5 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 NGS Transformation Initiatives and Strategic Plan 5

6 Fundamentals of NGS 2017 Strategy Articulating our future course and embarking on our 3 rd 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 NGS Transformation Initiatives and Strategic Plan 6

7 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 Faculty and staff Students Alumni Industry Military Our future: agile planning to realize our opportunities Our brand: continuously improved quality Experiential Associations Competencybased Structured personal experiences Integrative Do performance 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 Flexible programs Certificates Services Center of excellence; NIIMS NGS Transformation Initiatives and Strategic Plan 7

8 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 Faculty Development Quality delivery Curriculum Development Student services Customer Relations Goal 4 Expand and diversify the NGS portfolio Center of Excellence: NIIMS Workshops and seminars Expanded certificate programs Quality academic programs Goal 5 Expand the NGS footprint and diversify market segments Community colleges Industry New locations/new sectors Military Cooperate with alumni International NGS Transformation Initiatives and Strategic Plan 8

9 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 $ $1.0 Million NGS Transformation Initiatives and Strategic Plan 9

10 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 NGS Transformation Initiatives and Strategic Plan 10

11 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 Transformation Initiatives and Strategic Plan 11

12 NGS 2.0 (2/3) Maintain: - quality programs and services - student focus - high touch culture - highperformance 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 NGS Transformation Initiatives and Strategic Plan 12

13 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 Selection/training CPD Coaching Remediation Admin support and functions Curriculum Development CD objective: quality, experiential learning, competency-based, focused on promoting, synthesis, integration, and application Defined/disciplined ISD process Need-based competencies Interactive methodologies Continuous improvement Strong assessment tools Postgraduation assessment Voice of the community Customer Relations Management CRM objective: organizational transparency, quick, effective problem resolution/ prevention, retention, attracting new students Personalized RM Supports student needs and success Fosters networking Improves tracking and resolution of student issues Overall process improvement Promotes word-ofmouth marketing NGS Transformation Initiatives and Strategic Plan 13

14 Center of Excellence (1/3) NGS CENTER OF EXCELLENCE FOR QUALITY MANAGEMENT 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 Transformation Initiatives and Strategic Plan 14

15 Certificates (2/3) Supplements and creates synergies with degree programs 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 NGS Transformation Initiatives and Strategic Plan 15

16 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 NGS Transformation Initiatives and Strategic Plan 16

17 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 NGS Transformation Initiatives and Strategic Plan 17

18 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 NGS Transformation Initiatives and Strategic Plan 18

19 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 NGS Transformation Initiatives and Strategic Plan 19

20 NGS2017: Transforming for success NGS Transformation Initiatives and Strategic Plan 20