STRTC Strategic Planning Subcommittee Steven G. Russell, TC Chair Thursday September 11, 2014

2 Introductory Remarks Subcommittee telecons will be used to continue discussion of TC business between our semi-annual meetings Two to three month intervals between telecons  Steering subcommittee ( )  Strategic planning subcommittee ( ) Your time and input is greatly appreciated!

Why Do Strategic Planning? Cycle of operations has changed – NEM presents new challenges and opportunities Provides new members/friends with a broad overview of the STRTC Communicates priorities and activities to interested parties outside the TC Helps maintain focus since everybody only works on TC business part time 3

What is a Strategic Plan? Captures mission and vision Captures strategies or initiatives in place to achieve the vision High level document – very concise 2 to 5 year outlook, updated annually 4

What Tools are Available to Help? AIAA descriptions (see STRTC website) STRTC Guidebook, updated for the NEM (draft version available) Numerous outside references and tools (sample provided as a handout) 5

Who Can Contribute? All TC members and friends are encouraged to participate and provide constructive input Subcommittee needed to coordinate the process and produce/maintain the plan 6

What Will the Plan Contain? Mission and vision statement Description of initiatives Broad approaches for achieving initiatives, with a timeline for completion NOTE: Plan should be as concise as possible 7

Proposed Strategic Planning Timeline Form subcommittee (July 2014) Draft initial plan (July – December 2014) Provide status at STRTC annual meeting (January 2015) Release draft plan for review (March 2015) Collect review comments from TC (March – July 2015) Update and revise plan (July 2015 – January 2016) Provide status at STRTC annual meeting and release update (January 2016) Update and revise plan (July 2016 – January 2017) etc 8

Subcommittee Structure Steering Student Papers Education Awards Procedures NEM Transition Strategic Planning Should we align our strategic focus areas with our functioning subcommittees?

Educational Outreach Two recent focus areas  Student outreach  Student design competition Are these the correct focus areas? Should we do more? Is the current subcommittee structure adequate? 10

Continuing Education The Structures TC possesses broad and deep experience in a number of sub- discipline areas  Beams/plates/shells  Structural stability  Computational structural mechanics  Fatigue, fracture mechanics, damage tolerance analysis  Structural testing  Structural optimization  Extreme environment structures  Mechanics of composite materials Continuing education may be a good way to capture TC members’ knowledge for the benefit of the professional community Continuing education could take several forms  Short courses  The Encyclopedia of Aerospace Structures? 11

Professional Liaison Other professional groups and professional societies work in areas that overlap with the interests of the AIAA Structures TC  ASC  CMH-17  MMPDS  ASME What is the role of the Structures TC and how should it interact with the other groups for the benefit of the profession? 12

Contact Information Steven G. Russell Triumph Aerostructures – Vought Aircraft Division 1401 Nolan Ryan Expressway Arlington, TX tel , ext-5566

14