Center for Aviation Studies (CAS)
Strategic Plan Charter & Pattern of Administration
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Table of Contents
1. introduction
1
1.1 Vision Statement of the OSU Center for Aviation Studies 1
1.2 Mission Statement of the OSU Center for Aviation Studies 2
1.3 Statement of Purpose of the OSU Center for Aviation Studies 2
2.
Center Administration and governance
3
2.1 Organizational Structure 4
2.2. Oversight Committees 7
3.
Center Reporting
8
4.
goals and objectives
9
4.1. Organizational and Administrative Goals 9
4.2. Research Goals 9
4.3 Academic Goals and Objectives 10
4.4. Outreach and Engagement Goals and Objectives 11
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1. introduction
The Ohio State University plays an important role in the global aviation industry. From its earlier years as one of six schools of Military Aeronautics during World War I, through its current Department of Aviation’s degree granting programs, Ohio State has been on the cutting edge of aviation research and education. Supported by a gift from NetJets, Inc., a fractional aircraft ownership company based in Columbus, Ohio, the Ohio State University’s College of Engineering has established The OSU Center for Aviation Studies (CAS). This document presents the near term strategic plan for the CAS. This plan describes the vision, mission, and statements of purpose for the CAS, the establishment of the CAS’s organizational structure, as well as the CAS’s research, educational, and outreach agendas over its initial year of development and operations.
The strategic plan for the CAS has been created to align with the academic plan of The Ohio State University, which strives to meet four core elements: Becoming a national leader in the quality of its academic
programs, being universally recognized for the quality of the university’s learning experience, creating an environment that values and is enriched by diversity, and expanding the land grant mission of the university to address our society’s most compelling needs (OSU Academic Plan, 2008). Within its mission, this strategic plan addresses each of the university’s strategies for meeting its academic vision:
• Building a world class faculty
• Developing academic programs that define OSU as the nation’s leading public land grand
university
• Enhancing the quality of the teaching and learning environment
• Enhancing and better serving the student body
• Creating a diverse university community
• Helping build Ohio’s future
The strategic plan for the CAS has also been created to align with the worldwide needs for safe, sustain-able, efficient, and productive air transportation, as well as the need to educate the wider public on the issues surrounding the national aviation system and the importance of aviation to the world’s economies. The OSU College of Engineering requires that college centers have an approved charter and pattern of administration. This strategic plan contains the required contents of the charter and pattern of administration for the CAS. As such, this document supplements the Rules of the University Faculty, and other policies and procedures of the University to which the Center, its faculty and membership are subject. The latter rules, policies and procedures, and changes in them, take precedence over statements in this document. This document is subject to continuing revision. It must be reviewed and either revised or reaffirmed on appointment or reappointment of the center’s Director. However, revisions may be made at any time as needed. All revisions, as well as periodic reaffirmation, are subject to approval by the college office.
1.1
Vision Statement of the OSU Center for Aviation Studies
The Ohio State University Center for Aviation Studies is to be recognized as the academic leader in cutting-edge aviation-related research, education, and scholarship.
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1.2
Mission Statement of the OSU Center for Aviation Studies
The mission of the CAS is to meet the academic mission of The Ohio State University by providing a center of learning in that meets the needs for those that use and contribute to the aviation industry.
1.3
Statement of Purpose of the OSU Center for Aviation Studies
Aviation is one of the most multi-disciplinary industries and topics of learning, incorporating engineering, business, cultural, behavioral, political, and regulatory philosophies into a sector that bridges the world’s communities and cultures. Aviation provides the ability to transport people, goods, and services around the world at speeds never previously realized. As such, aviation may be considered a primary contributor to global economic growth.
The purpose of the Center for Aviation Studies (CAS) is to meet its mission by contributing to the advancement of aviation, by promoting interdisciplinary aviation related research and education, both internally and in partnership with other academic units within and outside the College of Engineering, along with partnerships with other universities, and industry.
The CAS will meet this mission through its three pillars of activity: Research, Academics, and Outreach and Engagement.
Research: The academic disciplines that play an important role in aviation are far reaching. As such, a strategic initiative of the CAS is to support participation from the wide variety of academic departments at The Ohio State University and beyond, whose teaching and research may have aviation applications. Potential partners include the College of Engineering academic departments of Civil Environmental and Geodetic Engineering, Integrated Systems Engineering, and City & Regional Planning. In addition, relationships with the John Glenn School of Public Affairs, The Fisher College of Business, as well as other institutions within and outside of Ohio will be an important component of developing an inter- disciplinary research center.
Academics: The CAS will be the home for the University’s undergraduate, graduate, professional and certificate academic programs in Aviation, including undergraduate major degree programs offered through the College of Engineering, the College of Arts and Sciences, and the Fisher College of Business, a university-wide Minor in Aviation, and a variety of certificate and professional courses curricula, including an internationally recognized Flight Education program. In addition, the CAS academic agenda will be to enhance its current portfolio of programs through the development of new courses, certificate programs, short courses, majors, as well as student internship, fellowship, and scholarship programs.
outreach and Engagement: The CAS will help meet its mission by promoting aviation education and present-ing aviation-related issues of importance through civic engagement to the wider community. Community does not simply refer to the local community but rather to the world wide community of the billions of the world’s people that benefit from the presence of a prosperous and safe aviation industry and infrastructure. To meet its mission through these three pillars of activity, the CAS will be supported by a governance structure comprised of faculty oversight and academic program committees, and an industry membership consortium. In addition, the CAS will be staffed by a combination of full-time dedicated administrative, research, and teaching personnel, and assisted by resources within the College of Engineering. The vision, mission, pillars of activity, governance, and support structures are summarized in the CAS Strategic Map, illustrated in Figure 1. Each of these elements of the CAS is further described within this strategic planning document.
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Academic Program Committee
Oversees the academic integrity of degree programs
CAS vision: To be recognized as the academic leader in cutting-edge aviation research, education, and scholarship
CAS Mission: To integrate engineering, business, and behavioral philosophies into impactful, multi-disciplinary initiatives that benefit educational and industrial aviation enterprises at the local, regional, national, and international levels
Center for Aviation Studies: Strategic Map ver. August 1, 2011
Faculty oversight Committee
Guides the strategic direction of the CAS and provides connections to key academic resources
industry Consortium
Provides industry input to CAS and participates in CAS activities
The CAS is comprised of three pillars of scholarship: Research, Academics, and Outreach & Engagement.
In addition, the CAS is enabled by Center Operations that ensure a sustainable future.
Research
Establishing and maintaining activities associated with policy and technical research of interest to the civil aviation
community.
• Seed funded research work statements
• Research symposia and conferences
• Affiliation with research organizations
• Larger scale Research Programs
• Proprietary research program
Traditional Programs
As traditionally provided by the OSU Dept. of Aviation
• Undergraduate degree programs
• Graduate Studies
innovative Programs
Enhancing the traditional academic program
• Internship programs
• Cross-discipline programs
• Tech Transfer programs
outreach & Engagement
Sharing aviation knowledge with the community on local, regional, national and
international levels.
• K-12 & Inner City Activities
• Civic Activities
Center operations
Maintaining sustainable infrastructure and activities
to support the mission of the CAS.
• Faculty Advisory Committee
• Industry Oversight Board
• Sustainable operations and development revenue structure
• Internet presence
• Newsletters and other publications
• Business operations
Academics
Providing world-class university-level aviation degree and cer-tificate programs, including flight
education.
2. Center Administration and governance
The organizational structure of the CAS provides oversight and resources for the three pillars of activity, creates formal relationships with industry, and provides a business structure for managing CAS operations. It is the administrative responsibility of the Center leadership to evaluate the CAS’s needs based on an objective, data-supported assessment, to identify the resources required to meet those needs, and to prepare a match between the needs and the resources. The leadership shall carry out its responsibility by analyzing alternative solutions to identified opportunities, determining funding needs, developing plans, setting priorities, and evaluating, recommending, and allocating resources.
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2.1
Organizational Structure
Figure 2 illustrates the organizational structure of the CAS. This structure represents the integration of the University’s undergraduate programs, currently offered through the OSU Department of Aviation, and its continued relationship with The Ohio State University Airport.
The CAS is a Center within The Ohio State University College of Engineering. It is lead by a Center Director, and staffed administrative professionals, lecturers, and student employees. The Center Director reports to the Office of the Dean of the College of Engineering.
The organizational elements of the CAS structure are described herein:
office of the Director of the CAS: The office of the Director of the CAS will be responsible with the overall administration and promotion of the CAS. The CAS is led by a Center Director, a tenure-track faculty member within the College of Engineering, as appointed by the Dean of the College of Engineering or his/ her designee. The Director is responsible for the overall management of the CAS, including:
1. Leading the CAS towards the meeting of its mission and vision through the management of the
CAS’s goals and objectives.
2. Oversight of CAS affiliated research projects and programs.
3. Management of the university’s academic aviation degree programs and courses.
oSU College of Engineering
Office of the Dean
Center for Aviation Studies
Faculty Oversight Committee
Center for Aviation Studies
Office of the Director industry Consortium
oSU Airport
Center for Aviation Studies
Academic Program Committee
office Administration Research Staff Academic Staff outreach Staff
• Business Mgmt.
• I.T. Support
• Publications & Media
• Reception • Faculty • Lecture Staff • Research Staff • Student Assistants • Faculty • Instructor Staff • Academic Advisor • Student Assistants • Outreach Coordinator • Outreach Staff
Figure 2: CAS Organizational Chart
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4. Promotion of the CAS on local, regional, national, and international levels.
5. Coordination of academic programs and facilities with the Ohio State University Airport.
6. Coordination between University entities, including academic department within and outside the
College of Engineering, as well as with departments from other institutions of higher education throughout Ohio, The United States, and internationally.
7. Representing the Center on official correspondence, meetings, and other events.
8. Managing center resources and responding to issues affecting affiliated faculty, staff, students,
alumni, and oversight committee members.
office Administration: The Director is assisted by office administrative resources. These resources include:
1. Business management functions, including administrative processes associated with College of
Engineering centers and academic units, financial matters, and administrative management of center resources.
2. Information Technology functions, including the development and management of the CAS’s
computer infrastructure and internet presence.
3. Publications and media functions, including the production, management, and coordination of CAS
print media, news updates, and other public information management functions.
4. Reception functions, including maintaining a physical presence to welcome CAS visitors, take
phone calls, coordinate staff calendars, and other clerical office functions.
The CAS supports at least 1 full time business manager, 1 FTE student employee, and 1 half time IT support staff. The CAS also has resources to access the College of Engineering’s Business Operations Center (BOC), the university’s printing and publications services (UniPrint), and other university resources as necessary.
Research Staff: The research staff associated with the CAS will be responsible for implementing and growing the research agenda for the CAS. Specifically:
1. Conducting CAS related research, including seeking research support, and creating research
reports and presentations for the wider aviation community.
2. Working with university graduate students to promote their education through the advising of
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Academic Staff: The CAS is supported by an academic staff of faculty, researchers, instructors, and student assistants. The academic staff associated with the CAS is responsible for implementing and growing the teaching and research agenda for the CAS, as well as supporting the student body within the CAS programs.
Instructors within the CAS will be responsible for the delivering the CAS’s course offerings. Specifically this will include:
1. Teaching the courses offered by the CAS.
2. Developing and delivering new courses.
3. Other responsibilities pertaining to university teaching and research staff.
Researchers associated with the CAS will be responsible for implementing and growing the research agenda for the CAS. Specifically:
1. Conducting CAS related research, including seeking research support, and creating research
reports and presentations for the wider aviation community.
2. Working with university graduate students to promote their education through the advising of
graduate level research requirements.
Since the CAS is not a formal “Tenure Initiating Unit (TIU)” within the College of Engineering, it does not have its own tenure-track faculty. As such, faculty from other TIU’s throughout the university will be encour-aged to partner with the CAS to conduct research and support the educational pursuits of their students.
Academic Advisor
The academic advisor will be responsible for assisting students progressing through the CAS’s academic programs. Such responsibilities include:
1. Assisting in course scheduling and curriculum programming.
2. Working with students through the variety of potential academic issues.
3. Maintaining records of student body activity and reporting student body statistics to the Director.
outreach Coordinator
Outreach and Engagement activities associated with the CAS will be coordinated by an Outreach Coordinator whose responsibilities include:
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1. Creating and managing local outreach activities such as tours, recruitment fairs, etc.
2. Managing the CAS’s media presence including website and print media presence.
Administrative Assistant
The office of the Director will be supported with a staff administrative assistant who will be responsible for the supporting the daily operations of the CAS. Such support Includes establishing a welcoming presence for visitors to the CAS offices, coordinating calendars and correspondence, and overall administrative support functions.
In addition, many administrative support functions for the CAS will be outsourced via coordination between the OSU Airport’s resources and the College of Engineering’s Business Operations Center (BOC).
2.2.
Oversight Committees
Oversight of the CAS will be the responsibility of the Dean of the College of Engineering or his/her designee. To assist in supporting the mission of the Center, the CAS will have two oversight/advisory committees, a faculty oversight committee (FOC), and an academic program committee (APC).
Faculty oversight Committee (FoC):
Oversight of the CAS is provided by a Faculty Oversight Committee (FOC). The purpose of this committee is to assist in providing strategic direction to the CAS, including aiding in the identification of appropriate and viable areas of research. The FOC will support the relationship among academic departments within the University and help in engaging other academic institutions.
The FOC will consist of 5 members of the OSU College of Engineering faculty, one of which will be appointed committee chair. In addition, up to one emeritus member may sit on the FOC. The Director of the FOC will be on the committee but not the committee chair. The FOC committee will be appointed by the Dean of the College of Engineering. FOC members will serve three year terms.
The FOC may also consist of up to 1 Faculty member each from other Colleges within the University as deemed appropriate by the Dean of the College of Engineering. It is recommended that at least 1 faculty member from the Fisher College of Business and 1 faculty member from the John Glenn School of Public Affairs sit on the FOC.
Academic Program Committee (APC):
Oversight of the academic degree curricula offered by the CAS will be the responsibility of an Academic Program Committee (APC). The purpose of this committee is to provide academic oversight of the course offerings provided by the CAS, course offerings offered by other academic units that comprise CAS academic degree programs, and the overall academic integrity of the CAS academic programs. This committee will become active upon the CAS’ inheriting the undergraduate academic programs in Aviation, currently housed within the AVN dept.
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The APC will consist of up to 5 members. At least 2/3rds of the APC will be comprised of tenure track faculty within the College of Engineering. In addition to these 5 members, 1 faculty member from the College of Arts & Sciences and 1 faculty member from the Fisher College of Business may participate in committee activi-ties as liaisons to their respective colleges. The Director of the CAS will be on the committee but not the committee chair. The APC will be appointed by the Dean of the College of Engineering. APC members will serve three year terms. Members of the CAS Faculty Oversight Committee (FOC) may also be on the APC.
industry Membership Consortium
The CAS supports a consortium of industry, professional organizations, and other organizations with interests aligned with the center’s mission and vision. The purpose of this consortium is to maintain an active partnership between the CAS and the aviation industry to align the activities of the CAS with the needs of industry.
Members of the consortium will assist in developing and managing a consortium operating charter which shall include membership eligibility, terms of membership, and dues structure.
ohio State University Airport
The CAS maintains a formal memorandum of understanding with The Ohio State University Airport. This memorandum defines the partnership between the CAS and the airport for the use of airport facilities, including aircraft, hangars, flight instructional staff, simulators, and classrooms, and airfield facilities for the purpose of meeting the mission of the CAS.
3. Center Reporting
The CAS will submit an annual report to the Dean, College of Engineering at the end of each fiscal year, using a report template provided by the Dean. The report (at a minimum) shall include the following information.
1. Names and terms of all CAS leadership members. Names of CAS-affiliated faculty and staff.
2. Current and pending center funding.
3. Information on the types of projects (or research endeavors) the CAS has been involved in.
4. Information on faculty participation in CAS related activities.
5. Feedback on how any college or university support has been used. A description of how matching
funds, start-up funds, or capital equipment is being used.
6. Space and facilities issues.
It is the responsibility of the Director to prepare the annual report, in consultation with the FOC, APC, and industry consortium.
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4. goals and objectives
The CAS has identified the following first year goals and objectives towards meeting its mission. These goals and objectives are further described by activities proposed to meet these goals.
4.1. Organizational and Administrative Goals
The organizational and administrative goals for the first year of the CAS include:
• Formal approval and chartering of the CAS by the College of Engineering
• Establishment an initial 1 year budget
• Development of a 3-year strategic plan
• Establishment of the CAS FOC
• Inheritance of management of the university’s undergraduate aviation degree programs
• Move into new administrative facilities on the OSU campus
• Appoint personnel into staff positions described on the CAS organizational chart
• Create an official CAS website
• Create CAS print media materials
• Create an initial industry consortium membership
4.2. Research Goals
The research goals for the first year of the CAS include:
• Identifying initial research focus areas
• Establishing a funding program for internally supported aviation research
• Defining the policy for performing externally funded research (proprietary clients vs.
public research)
• Overseeing current aviation-related research activities
Activities supporting these goals include:
• Performing research to identify the economic impact of business aviation in Ohio
• Conducting FAA research on airport safety management systems (SMS)
• Developing an airport management leadership training program, supported by the FAA’s
Airport’s Cooperative research program (ACRP)
• Becoming part of NEXTOR II, a multi-university research partnership group with the FAA.
In addition, the CAS is developing a model to assist in identifying potential research focus areas, as illustrated in figure 3.
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4.3 Academic Goals and Objectives
The academic goals for the first year of the CAS include:
• Transitioning the management of the undergraduate degree programs to the CAS
• Preparing the strategy to convert the academic curriculum to the semester calendar beginning
in July 2012
• Establishing a formal undergraduate internship program
• Develop potential course cross listings with other university departments
Activities supporting these goals include:
• Participating on the College’s Committee on Academic Affairs
• Participating on the College’s “Quarter to Semester” Task Force
• Working with NetJets to develop its formal internship program
CAS Strategic Positioning Matrix
Functional Areas
Construction, Manufacturing, Production B Engineering / Planning / Design B B
Operations B B B B Education / Training B B B B B Economics B B A B Environmental B Safety B B Security B Policy B A Regulatory A R&D B A Aircraft Airports Air T raffic Crew Airlines Business A viation General A viation
Commercial Space International Air
Transportation
Intermodal
industry Sectors
A. CAS Strengths B. University Strengths C. Industry Partner Strengths
Immediate Focus Areas for NetJets Existing Strengths
Target Cluster (Example)
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4.4. Outreach and Engagement Goals and Objectives
The outreach and engagement goals for the first year of the CAS include:
• Conducting outreach activities for local K-12 community
• Performing STEM program activities
• Developing a “technology transfer” program designed to share knowledge of aviation with the
professional community
Outreach and Engagement activities to be conducted by the CAS in the short term include exposing the P-12 school community to the aviation industry, offering aviation related educational opportunities to the inner-cities and underprivileged, offering aviation-related forums and public events catering to the community, and providing informative material to community and government interests groups.
• Aviation Explorer Post – The Ohio State University Airport sponsors the only central Ohio Explorer
post dedicated to Aviation. This organization helps youth (ages 14-20) gain insight into a variety of programs that offer hands-on career activities. For young men and women who are interested in careers in the field of aviation, exploring offers experimental learning with lots of fun-filled, hands- on activities that promote the growth and development of adolescent youth. Aviation Explorer posts also help youths to attain their Career Achievement Award.
• Airport Job Shadow – The staff of The Ohio State University Airport works closely with youths
(grades 6-8) to provide them with a one-day, up-close experience with various careers in Aviation. Areas of interest include Airport Management, Airport Operations, Flight Training, and Air Traffic Control.
• Aviation Career Exploration – The Ohio State University Airport staff and its partners provide
students (grades 9-12) with an in-depth shadow and career exploration program. Student with an interest in aviation as a career can work at the University Airport and other local aviation-related businesses. A free introductory flight is included, if desired.
• Higher Education – The Ohio State University Aviation faculty, staff, and students visit high school
science classes with an interactive presentation of basic aerodynamics and an overview of aviation. The highlight of the class is a working wind tunnel, used to demonstrate airflow over a variety of basic objects that are part of our daily lives.
• ProjectSiM – The Ohio State University Airport’s real Cessna 172 cockpit desktop FTD is available
for checkout to schools and other educational facilities.
• organization of Black Aviation Professionals Aviation Career Education (ACE) Camp –
A collaborative program between The Ohio State University Airport and OBAP allows intercity
middle school youths to experience Aviation through a fist-hand introduction to flight. Free plane rides are included.
• University Associated Programs:
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– BluePrint College
– Breakfast of Science Champions
– LifeSports Camp
– Metro High School Shadow Day
– OSU Camp Recky (Rec Sports Camp)
– Take a Child to Work Day
– WiE Engineers in Motion Camp – A week-long camp for high school students interested in
Engineering. The camp, organized by Women in Engineering, explores engineering in transportation. The aviation portion has become the most popular destination for campers. The aviation day includes an introductory flight lesson for participants.
– Young Scholars Program
• Airport Tours – Youth & adults take an interactive tour of The Ohio State University Airport (Don
Scott Field). This behind-the-scenes experience introduces them to airport operations, flight training, and aircraft maintenance, while highlighting the Airport’s importance in the community. The CAS staff serves on, or belongs to a number of committees and professional organizations, including but not limited to:
• Airport Cooperative Research Program (ACRP) – an industry-driven, applied research program
managed by the Transportation Research Board that develops near-term, practical solutions to problems faced by airport operators.
• American Association of Airport Executives (AAAE) – The largest professional organization for
airport executives in the world, aiming to assist airport executives in fulfilling their responsibilities to the airports and communities they serve.
• National Air Transportation Association (NATA) – An organization of aviation business service
providers representing the business interests of General Aviation service companies.
• National Business Aircraft Association (NBAA) – An organization which represents and protects
the interests of the business aviation community.
• ohio Aviation Association (oAA) – An organization for airport administrators, users, and
consultants to discuss aviation issues and their impacts on local airports.
• ohio Regional Business Aviation Association (oRBAA) – An organization promoting business
aviation in Ohio and surrounding states, through education, networking and advocacy.
• Transportation Research Board (TRB) – A division of the National Research Council that provides
leadership in transportation innovation and progress through research and information exchange, conducted within a setting that is objective, interdisciplinary, and multimodal.
• University Aviation Association (UAA) – An organization of Universities promoting and furthering
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5. Budget
Table 4 provides a proposed budget for the first year of the CAS, beginning July 1, 2011. Prior to July 2011, activities associated with the CAS will be supported using existing resource allocations within the College of Engineering. This budget shall be provided by the College of Engineering.
Note, from July 2011 – July 2015, the budget shall include $500,000 allocated annually to the CAS as per the NetJets directed gift to the university. This support does not replace the base funding currently or historically provided to the Dept. of Aviation to fund current academic functions (approximately $350,000).
Additional funding for CAS activities may be received through external funding sources, including government and industry grants and/or contracts, directed gifts from organizations and/or individuals, and industry membership consortium dues.
item Allocation
Admin Functions
Center Director (75% time of Seth Young, Associate professor) $ 75,000 Administrative Assistant (Ken Henderson) $ 40,000 Undergraduate student assistant (1 FTE) $ 15,000 Business service support (College of Engineering / OSU Airport) $ 50,000 Facilities and Equipment $ 25,000 Supplies and Materials $ 50,000 Professional Membership Dues (UAA, AAAE, TRB, etc.) $ 5,000 IT Support $ 35,000
Travel $ 25,000
Academic Functions
Full time instructor 1 (Jim Oppermann) $ 50,000 Full time instructor 2 (TBD) $ 50,000 Flight Instructional Staff (contracted with OSU Airport) $ 100,000 Academic Advisor (Cecilia Lammers) $ 40,000 Adjunct instructor 1 (Jerry Gregorek) $ 5,000 Adjunct instructor 2 (Mark Mulchaey) $ 5,000 Adjunct instructor 3 (Lisa Swartzwelder) $ 5,000
Research Activities
Base funding for internal research support $ 175,000 Graduate Assistant 1 (scholarship) $ 25,000 Graduate Assistant 2 (scholarship) $ 25,000
Outreach and Engagement Activities
Outreach Staff (65% of Cindy Overly) $ 20,000 Student Assistants 2 $ 30,000
Baker Systems Engineering Building,
Suite 508
1971 Neil Avenue, Columbus, OH 43210
(p) 614/292-2405 (f) 614/292-1014
www.aviation.osu.edu
College of Engineering
David Williams, Dean
Center for Aviation Studies
Seth Young, Director
Draft
Ver. May 21, 2011
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