College of Aviation Western Michigan University Ascending Higher Strategic Plan 2010-2015 Updated: April 25, 2013
College of Aviation Strategic Plan 2010-2015 Table of Contents Preamble... 2 Our Mission... 3 Our Vision... 3 Our Values... 3 Section 1: Curriculum... 4 Section 2: Students... 7 Section 3: Research... 9 Section 4: Faculty & Staff... 11 Section 5: Facilities, Equipment & Infrastructure... 12 Section 6: Outreach... 14 Summary... 16 Appendix 1: Planning Timelines... 17 Appendix 2: Strategic Planning Committee Members... 18 Page 1 of 18
College of Aviation Strategic Plan 2010-2015 (Draft) Preamble Meeting the Challenge Changing the Standard to the State of the Art There are few industries as diverse and global than the aviation and air transportation industries. In the United States alone, the civilian aviation industry accounted for $785.5 billion**, or 5.8% of US GDP*. Traditionally, aviation has been beset with cyclic ups and downs, making for unique business challenges and practices. The College of Aviation (COA) at Western Michigan University (WMU) is dedicated to providing the future aviation workforce and leaders to sustain and grow the aviation industry. The COA focuses on offering unique and enriching scenario-based education programs in professional flight, aviation science and administration, and aviation maintenance technology. We provide a strong set of technical skills combined with the knowledge and practice to allow our graduates to become the managers and leaders in the aviation industry. To meet the challenge of providing the next generation of aviation leaders, aviation programs need to move towards providing a holistic education with strong technical skills that are useful to aviation employers immediately. For the College of Aviation at Western Michigan University, this means preparing our students for the aviation manufacturing and airline industries. This means providing educational experiences based on the performance needs of our employers, business and commercial aviation. To ensure all COA programs provide a career-ready graduate, the COA embarked on a comprehensive strategic planning process in January 2010. The plan is focused on Curriculum, Students, Research, Faculty and Staff, Facilities and Infrastructure, and Outreach. The plan outlines goals, strategies, and indicators for each area as a foundation for continuous improvement. Strategic plans lay out the high level needs and goals to be achieved. It is a living document subject to annual review and reporting, covering a five year period. Each stakeholder group will develop the tactical plans necessary to meet the strategic goals of the college. Strategic planning also allows the college to focus its effort and direct its resources. Planning allows us to focus on what we believe we can or wish, to do best. The direction of research, hiring, development, etc., all stem from the strategic plan. Where appropriate, parentheses (.)* indicates specific goals or strategies in the WMU Academic Affairs Strategic Plan 2010 that this plan supports. ** The Economic Impact of Civil Aviation on the US Economy, Federal Aviation Administration, December 2009 Page 2 of 18
Our Mission College of Aviation Strategic Plan 2010-2015 (Draft) The College of Aviation offers programs of study that prepare career-ready graduates for the aviation industry. We promote and maintain a broad-based, diverse learning environment. Our programs of study emphasize the development and use of critical thinking, communication, leadership, global awareness, and technology. College of Aviation research initiatives provide opportunity for students to study and solve real-world problems while adding to the aviation knowledge base. Our Vision The College of Aviation will be the national and international leader in aviation education and applied research. We will provide high quality innovative undergraduate and graduate programs within a technologically advanced environment. We envision a community of scholars focused on applied research centered about Aviation Operational Performance. Through the development of mutually beneficial relationships, we will bring together industry, academia, and community. College of Aviation graduates will be highly sought after by employers world-wide. Our Values Aviation is an industry based on the confidence and trust of the public. The foundation of that trust lies in each person associated with the aviation industry, beginning with the educational process. In the College of Aviation, we begin building that foundation in our students by modeling and adhering to our set of core values: Equity: fair and equal treatment of everyone associated with the college. Respect: we strive to understand, value, appreciate and acknowledge skills and abilities of those around us. Diversity: we value differences in thought, culture, gender, and ethnicity. Safety: we live and work with a culture of proactive safe practices. Transparency: we strive to be open in our policies, procedures, and practices. Inclusion: we welcome participation from faculty, staff, students, alumni, industry, and community Accountability: we will do what we say to all stakeholders. Ethical: we will do the right thing when no one is watching. Motivated: we strive to stay current, be successful, and constantly look to improve. Page 3 of 18
Section 1: Curriculum Curriculum is the central element of the College of Aviation. A high quality curriculum both attracts student to Western Michigan University and makes COA graduates the choice of the aviation industry. In the College of Aviation, we believe that graduates need more than a high degree of technical competence. Each COA graduate embodies a set of ten characteristics that provide a holistic balance to the technical education received. Each degree program integrates these characteristics into the curriculum and all outcomes are mapped and assessed. Each degree program uses a scenario-based education philosophy to prepare each graduate for a career as an aviation professional. Page 4 of 18
Goal 1.1 Provide each College of Aviation student opportunity to work with students across aviation disciplines to develop a broad understanding of the aviation industry and working with others across aviation. Strategy 1.1.A: Review and identify changes, additions, and/or deletions to the current aviation core curriculum for all students. Indicator 1.1.A.1: Number of common aviation core courses for all aviation students. Strategy 1.1.B: Develop opportunities for increased interaction for students across the college in common courses. Indicator 1.1.B.1: Number of extra-curricular experiences available for all COA students. Goal 1.2 Provide each College of Aviation undergraduate student with a scenario-based education specific to their chosen major that includes the ten attributes, the use of active learning, technology, and a capstone experience valued by industry. Strategy 1.2.A: Review the aviation administration curriculum and identify changes, additions, and/or deletions required and create a set of specialization areas. (strategy 1.1)* Indicator 1.2.A.1: Curriculum plan, with timelines and resource needs, for aviation administration. Indicator 1.2.A.2: Curriculum review by outside academic and industry sources. Indicator 1.2.A.3: Inclusion of AABI accreditation criteria and assessment. Strategy 1.2.B: Restructure the aviation maintenance science program to into a 3+1 model, completing the Part 147 coursework by the end of semester 6. (strategy 1.1)* Indicator 1.2.B.1: Restructuring of aviation maintenance technology program complete. Strategy 1.2.C: Develop a new upper level set of scenario-based capstone experiences for aviation maintenance science students. (strategy 1.1)* Indicator 1.2.C.1: Curriculum plan, with timelines and resource needs, for aviation maintenance science. Indicator 1.2.C.2: Curriculum review by outside academic and industry sources. Indicator 1.2.C.3: Inclusion of AABI accreditation criteria and assessment. Page 5 of 18
Strategy 1.2.D: Review the aviation flight science curriculum and identify changes, additions, and/or deletions required and create a set curriculum focus areas. (strategy 1.1)* Indicator 1.2.D.1: Curriculum plan, with timelines and resource needs, for aviation flight science. Indicator 1.2.D.2: Curriculum review by outside academic and industry sources. Indicator 1.2.D.3: Inclusion of AABI accreditation criteria and assessment. Strategy 1.2.E: Increase the use of educational technology in the classroom that prepare students for the electronic workplace. (strategy 1.4)* Indicator 1.2.E.1: Number of aviation flight science courses that utilized technology in addition to use of the learning management system. Indicator 1.2.E.2: Number of Aviation Management courses that utilized technology in addition to use of the learning management system Indicator 1.2.E.3: Number of Aviation Maintenance courses that utilized technology in addition to use of the learning management system. Goal 1.3 Develop a graduate degree program in the College of Aviation. Strategy 1.3.A: Create a set of courses that support existing graduate degree programs at the university. (strategies 3.1 & 3.2)* Indicator 1.3.A.1: Number of courses created. Indicator 1.3.A.2: Number of colleges using aviation graduate courses. Strategy 1.3.B: Increase faculty participation in graduate activities such as teaching courses and serving on graduate student committees. Indicator 1.3.B.1: Number of COA faculty on the graduate faculty. Indicator 1.3.B.2: Number of COA faculty teaching graduate courses. Indicator 1.3.B.3: Number of COA faculty serving on graduate student committees. Indicator 1.3.B.4: Number of COA faculty chairing graduate student committees. Strategy 1.3.C: Develop a masters degree curriculum with multiple delivery modes for the college. (strategy 3.1)* Indicator 1.3.C.1: Program created and submitted for approval. Indicator 1.3.C.2: Number and types of alternative delivery modes. Page 6 of 18
Goal 1.4 Provide opportunities for College of Aviation students to study outside the United States. Strategy 1.4.A: Increase the number of aviation study abroad options with pre-identified transferrable courses. Indicator 1.4.A.1: Number of aviation-specific programs with predetermined courses at host institution that will advance progress towards graduation. Indicator 1.4.A.2: Number of COA student participating in aviation-specific study abroad programs. Indicator 1.4.A.3: Number of COA students participating in study abroad programs in general. Strategy 1.4.B: Develop short study experiences for COA students with an aviation focus. Indicator 1.4.B.1: Number of aviation short study (less than a traditional semester length experience) opportunities. Page 7 of 18
Section 2: Students Students are the reason that WMU and the College of Aviation exist. In addition to preparing the next generation of aviation leaders and managers with outstanding curricula, we need to provide a positive and supportive environment within which each individual student learns and grows. This environment includes a closer enrollment balance between programs and exposure to a diverse group of fellow students, mirroring what we see in the aviation industry. An integral part of student development is participation in registered student organizations. Students learn about working toward a common purpose and develop leadership and teamwork skills. The COA is committed to furthering the growth and activities of aviation-related registered student organizations. Goal 2.1 Provide each student with a comprehensive set of services that include academic advising and planning and career mentoring. Strategy 2.1.A: Review the existing set of COA student services and identify changes, additions, and/or deletions required. (strategy 1.7)* Indicator 2.1.A.1: Provide a summary report of student services and a plan of action. Strategy 2.1.B: Improve retention of COA students. (strategy 1.8)* Indicator 2.1.B.1: Retention rate for COA students. Strategy 2.1.C: Increase soft-skill professional preparation of each student. Indicator 2.1.C.1: Number and type of professional enhancement activities for students. Indicator 2.1.C.2: Total number of COA students participating in professional enhancement activities. Goal 2.2 Increase enrollment across the COA, with a program enrollment balance between disciplines of 20% or less. Strategy 2.2.A: Develop a series of specific recruiting events for the COA. (strategies 2.1, 2.4 & 2.6)* Indicator 2.2.A.1: Enrollment numbers for the college. Indicator 2.2.A.3: Number and type of recruiting activities. Indicator 2.2.A.4: Contacts generated at specific aviation recruiting events. Indicator 2.2.A.5: Yield rate for COA. Indicator 2.2.A.6: Number of students enrolled in COA graduate courses. Page 8 of 18
Goal 2.3 Increase student diversity in the College of Aviation. Strategy 2.3.A: Increase the diversity of the College of Aviation to match the overall demographic mix of the university. (strategy 7.3)* Indicator 2.3.A.1: Number of students in the COA and program by gender and ethnicity Goal 2.4 Support and grow aviation registered student organizations. Strategy 2.4.A: Increase the activities and size of registered student organizations. Indicator 2.4.A.1: Number of students actively participating in registered student organizations. Indicator 2.4.A.2: Number of type of activities, aside from routine meetings, for each registered student organization. Strategy 2.4.B: Increase support for registered student organizations. Indicator 2.4.B.1: Amount and type of support provided to registered student organizations by the college and university. Page 9 of 18
Section 3: Research Western Michigan University is a student-focused, research university. In the College of Aviation, we have determined that applications-based research is appropriate to serve the aviation industry and the university. The college has performed successful research in multiple areas. However, the COA proposes to focus its efforts along our areas of strength to maximize effort and effect. Goal 3.1 Develop a research focus for the COA. Strategy 3.1.A: Identify a research focus for the college. (strategy 5.2)* Indicator 3.1.A.1: Specified and defined set research areas for the COA by faculty. Strategy 3.1.B: Identify a set of research projects for each focus area. (strategy 5.2)* Indicator 3.1.B.1: Specify a set of research topics for each focus area. Goal 3.2 Significantly increase the amount of research activity in the COA. Strategy 3.2.A: Develop research groups within the COA that reflect its focus areas: Safety Management Systems; Education and Training and Human Performance. (strategies 5.1 & 5.2)* Indicator 3.2.A.2: Number of faculty participating in the research process. Strategy 3.2.B: Develop research groups with faculty external to the COA. (strategy 5.2)* Indicator 3.2.B.1: Number of research groups with faculty external to the COA and WMU. Indicator 3.2.B.2: Number of faculty participating in the research process within the external groups. Strategy 3.2.C: Increase the number of proposals submitted by 30% per year. Indicator: 3.2.C.1: Number of internal proposals submitted. Indicator 3.2.C.2: Number of external proposals submitted. Strategy 3.2.D: Increase the dollar level of proposals submitted by 50% per year. Indicator: 3.2.D.1: Value of internal proposals submitted. Indicator 3.2.D.2: Value of external proposals submitted. Page 10 of 18
Strategy 3.2.E: Develop incentives and provide release time for faculty to initiate research. (strategy 5.1)* Indicator: 3.2.E.1 Amount of release time provided to faculty to perform research (part of load, not bought out). Goal 3.3 Establish a research center facility for COA. Strategy 3.3.A: Develop a research space that fosters collaboration. (strategies 5.2, 5.5, 6.1 & 6.3)* Indicator 3.3.A.1: Location, size, and equipment in a research center. Indicator 3.3.A.2: Number of researchers utilizing the research center. Indicator: 3.3.A.3: Number of projects utilizing the research center. Page 11 of 18
Section 4: Faculty and Staff Highly qualified faculty and staff are essential to the continued success of the College of Aviation. Planned enrollment growth will require additional lines to be identified and funded. Targeted hiring of faculty will be required as programs grow, become more focused and graduate degrees are added to the curriculum. Faculty and staff require, and often request, opportunities for continued professional development. Providing opportunities for professional growth will keep faculty and staff growing and vibrant. Goal 4.1 Create a master plan for hiring of faculty and staff based on updated curriculum and research priorities. Strategy 4.1.A: Determine the number of faculty and staff, and their qualifications, required to implement the various curriculum and associated plans developed. (strategy 7.4)* Indicator 4.1.A.1: Number and type of faculty and staff required per year through 2015. Strategy 4.1.B: Develop funding mechanisms to increase faculty and staff as enrollment grows. Indicator 4.1.B.1: Number of faculty and staff hired (replacement and new lines) per year. Goal 4.2 Promote and encourage faculty and staff participation in professional development and growth. Strategy 4.2.A: Based on future curriculum and delivery needs, determine what additional skill sets are required for faculty and staff. (strategy 7.5)* Indicator 4.2.A.1: Listing of professional development requests by type and need. Indicator 4.2.A.2: Number of faculty and staff participating. Indicator 4.2.A.3: Additional skills and certifications acquired by faculty and staff. Strategy 4.2.B: Increase the amount of support, time and cost, for faculty and staff to engage in professional development. (strategy 7.7)* Indicator 4.2.B.1: Amount of funding provided for professional development. Page 12 of 18
Section 5: Facilities, Equipment and Infrastructure The College of Aviation utilizes facilities in both Battle Creek and Kalamazoo. The main COA facilities are located in a dedicated complex at the Kellogg Airport in Battle Creek. Facilities include the Aviation Education Center, flight operations building, maintenance education hangar, simulator facility, and fleet maintenance and storage hangars. Flight and maintenance education courses are typically held in Battle Creek. The COA has a small office presence in Kohrman Hall on the main campus in Kalamazoo. Academic advising, courses, and some faculty are housed in the Kohrman facility. Maintaining effective interaction and communication between the two locations is challenging, especially for COA students. Currently, students are assessed a transportation fee that provides for a limited shuttle service between campuses. Several faculty, including the faculty chair, work between the two locations. Goal 5.1 Maintain a master aviation facilities plan and identify changes, additions, and/or deletions required based on updated curriculum and research priorities. Strategy 5.1.A: Review and update the existing Battle Creek master plan. Indicator 5.1.A.1: Battle Creek facilities master plan updated. Indicator 5.1.A.2: Funds acquired that support master facilities plan. Indicator 5.1.A.3: Number of items completed in Battle Creek master facilities plan. Strategy 5.1.B: Develop a infrastructure plan to support transport category aircraft operations and maintenance for educational purposes (ground operations only). Indicator 5.1.B.1: Number of large aircraft infrastructure items obtained for support. Goal 5.2 Develop a set of equipment acquisition needs and plans for each program to meet updated curriculum priorities. Strategy 5.2.A: Develop an equipment needs assessment and acquisition plan for general COA academic needs. Indicator 5.2.A.1: Listing of specific needs for the college in general with justification. Indicator 5.2.A.2: Track progress of acquisition against timelines. Strategy 5.2.B: Develop an equipment needs assessment and acquisition plan for aviation administration. Indicator 5.2.B.1: Listing of specific needs for aviation administration with justification. Indicator 5.2.B.2: Track progress of acquisition against timelines. Page 13 of 18
Strategy 5.2.C: Develop an equipment needs assessment and acquisition plan for aviation maintenance science. Indicator 5.2.C.1: Listing of specific needs for aviation maintenance technology with justification. Indicator 5.2.C.2: Track progress of acquisition against timelines. Strategy 5.2.D: Develop an equipment needs assessment and acquisition plan for aviation flight science. Indicator 5.2.D.1: Listing of specific needs for aviation flight science with justification. Indicator 5.2.D.2: Track progress of acquisition against timelines. Goal 5.3 Develop a plan to enhance the Kalamazoo campus space and infrastructure to enhance utilization and connection to Battle Creek. Strategy 5.3.A: Develop in-house video capabilities between locations. Indicator 5.3.A.1: Number of meetings using video between locations. Strategy 5.3.B: Improve temporary use space for faculty and staff moving between locations. Indicator 5.3.B.1: Improvements made to the Kohrman facility. Indicator 5.3.B.2: Number of students utilizing the advising center. Strategy 5.3.C: Provide improved transportation options between Battle Creek and Kalamazoo. Indicator 5.3.C.1: Number of people riding the shuttle between campuses. Indicator 5.3.C.2: Number of people not accommodated by shuttle service. Indicator 5.3.C.3: Hourly shuttle service during hours of operation.. Goal 5.4 Establish a research center facility for the COA.. Strategy 5.4.A: Develop a facility for common use that fosters collaborative research. Indicator 5.4.A.1: Amount of space allocated for a research center. Strategy 5.4.B: Acquire equipment for the research center. Indicator 5.4.B.1: Equipment acquired for the research center. Page 14 of 18
Section 6: Outreach The College of Aviation recognizes the need to increase the participation of alumni, donors, industry, and potential students to grow the aviation programs while maintaining a high level of program and infrastructure quality. As state support declines, developing external sources of revenue while attracting the best students presents a challenge. Various initiatives have been put into place but a unified plan is required across the college that coordinates itself with similar university level efforts. Goal 6.1 Develop a COA alumni participation plan. Strategy 6.1.A: Perform a needs analysis to determine what alumni services and communication methods are required. (strategy 8.1)* Strategy 6.1.A.1: Report on current alumni interactions and participation with the college. Strategy 6.1.B: Create a set of alumni services and tools to increase alumni interaction with the college. (strategy 8.1)* Indicator 6.1.B.1: Alumni needs analysis communication and interaction plan, with timeline and resource needs identified, to meet alumni needs that coordinates with the university alumni association. Goal 6.2 Develop a COA development plan. Strategy 6.2.A: Based on overall curriculum and facility needs, create a COA specific development plan with goals, targets, and timelines in conjunction with the WMU development campaign. Indicator 6.2.A.1: COA development plan approved. Indicator 6.2.A.2: Annual progress on plan fulfillment. Goal 6.3 Restructure the COA Advisory Board. Strategy 6.3.A: Evaluate the advisory board structure, activity, and membership and create a plan for future activities. Indicator 6.3.A.1: Report on current industry advisory board structure, activity, and member effectiveness. Indicator 6.3.A.2: Implementation of industry advisory board activity plan for 2013-2015. Indicator 6.3.A.3: Industry advisory board activities and measurable effects on the college. Page 15 of 18
Goal 6.4 Create a series of community service initiatives for COA students. Strategy 6.4.A: Working with local volunteer organizations, create opportunities for COA students to gain service experience that supports the overall WMU service mission. (strategies 8.3 & 8.4)* Indicator 6.4.A.1: Number of coordinated experiences available for COA students. Indicator 6.4.A.2: Number of students participating. Goal 6.5 Provide opportunities for students entering the COA with previous post-secondary educational experience. Strategy 6.5.A: Increase the number of articulation and joint enrollment programs. (strategies 2.7 & 7.8)* Indicator 6.5.A.1: Number of articulation agreements. Indicator 6.5.A.2: Number of dual enrollment programs. Indicator 6.5.A.3: Number of students enrolled in the COA from articulation programs and dual enrollment programs. Goal 6.6 Create a series of programs for K-12 students that interest them in STEM in general and aviation in particular. Strategy 6.6.A: Create a series of aviation specific STEM programs for K-12 students. Indicator 6.6.A.1: Number of K-12 programs performed annually. Indicator 6.6.A.2: Number of K-12 students participating in COA-STEM programs. Indicator 6.6.A.3: Number of K-12 students who pursue STEM related disciplines. Page 16 of 18
Summary The College of Aviation has articulated its needs and priorities for the next three to five years in this strategic planning document. The college is poised and ready to elevate its programs to a higher level, increase enrollment, and move forward securing the resources to fulfill our mission of providing the aviation industry with highly educated career-ready personnel. While this plan looks three to five years into the future, many of the goals and strategies look to be achieved within one to three years. Therefore, this plan will require substantive review and modification during the 2015-2016 academic year. In all events, the plan will be reviewed annually and progress noted. Major reviews will occur every five years. Page 17 of 18
Appendix 1: Planning Timelines October 2013, 2014: annual plan review. December 2013, 2014, 2015: annual progress report. September 2015: five year major plan review. Page 18 of 18