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Air University Accreditation:  Air University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associate, masters, and doctor of philosophy degrees. Contact the Southern Association of Colleges and Schools Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Air University.  

Accreditation of the Air University is reaffirmed every ten years by the Southern Association of Colleges and School Commission on Colleges (SACSCOC). The reaffirmation process requires AU to demonstrate compliance with SACSCOC Principles of Accreditation. 

  • 2019 SACSCOC Reaffirmation of Accreditation Letter 
  • 5-Year Report Interim Report Due March 2025 (Pending) 

SACSCOC Accreditation

SACSCOC is the recognized institutional accrediting body in the eleven U.S. Southern states and in Latin America for those institutions of higher education that award degrees. 

Educational Sites 

The establishment of an off-campus educational site is governed by AU policy. In addition, the process must be reviewed in reference to the SACSCOC policy on Substantive Change. 

Faculty Credentialing 

SACSCOC Comprehensive Standard 6.2.a requires that all member institutions positively demonstrate that they employ competent faculty members qualified to accomplish the mission and goals of the institution. 

Substantive Change 

Accredited institutions are required to notify SACSCOC of changes in accordance with the substantive change policy and, when required, seek approval prior to the initiation of changes.

Air Force Institute of Technology:  In 2008, the Southern Association of Colleges and Schools Commission on Colleges approved Air University's request for separate accreditation of Air University's Air Force Institute of Technology (AFIT).  AFIT is separately accredited by the Higher Learning Commission to award masters and doctor of philosophy degrees.  Contact the Higher Learning Commission at 230 North LaSalle Street, Suite 7500, Chicago, Illinois 60604 or call 800-621-7440 for questions about the accreditation of the Air Force Institute of Technology.


The mission of Air University is to “Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy,” and we align our expected student outcomes with this Mission.  Unlike a civilian entity, the mission of a military entity has a very real “boots on the ground meaning and is the operation assigned to the unit by higher headquarters.” Both uses of the term Mission apply at AU and are used in correlation to one another. Air University exists to provide the nation with skilled Airmen to provide for the common defense of the nation. For example, Air University’s programs for Officer Accessions (entry into the service) accounts for over 70% of all active-duty officers (ROTC 41.4%, OTS 19.1% other 16.8%) - [pulled this sentence from the QEP].  Air University’s mission ties to the National Defense Strategy and requires that we consistently evolve by reorienting and reoptimizing ourselves to align with dynamically changing demands at key inflection points: we cannot afford to be complacent in terms of our national defense. This intense focus allows our Airmen to achieve their military mission. 

Air University’s mission and purpose differs from many of its peers in higher education. Unlike most academic institutions that focus on providing academic programs with marketable credentials and degrees, Air University’s academic programs are developed to meet force development requirements for the Air Force and the Department of Defense. Air University’s academic programs are developed to support the unique mission of the profession of arms. Additionally, Air University’s students are a unique cohort where the completion of the academic program is tied to the individual’s position and continuation in the Air Force. The selection, admission and enrollment in an Air University program becomes a military mission requirement for the individual and part of the individual’s work/duty assignment. This leads to a dynamic where the student and the institution are focused simultaneously on the successful completion of the academic program and the force development requirements. We look to develop “mission ready Airmen” with training focused on a mix of skills needed for wartime operational mission readiness. 

As a military entity with an education mission, utilizing conventional student achievement metrics to gauge our success does not adequately encompass the fundamental differences between AU and our civilian counterparts. Our students are not simply pursuing degrees or certifications; they are undergoing rigorous training to become warfighters capable of fulfilling critical roles in national defense. Thus, in order to measure student achievement, Air University focuses on the preparation of  “warfighters in support of the National defense Strategy”.  

AU has chosen to measure how we “Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy” using the following metrics which provide an accurate and comprehensive assessment of our students' preparedness for their chosen profession: 

  • Monitoring the percentage of enrolled students in the degree program who receive a degree at the conclusion of their academic program [ a Completion Rate in lieu of Graduation Rate]: Monitoring the percentage of enrolled students who receive a degree at the conclusion of their academic program completion to meet Air Force production numbers. 
  • Time to completion [6-Year Graduation Rate]: Monitoring the graduation rate within the specified timeframe for the Community College of the Air Force (CCAF) to award an AAS degree.
  • Applied Science Technical Education: Tracking the completion rate of 5-level training leading to an Associate of Applied Science degree. 
  • Student Satisfaction with PME Courses and Programs: Tracking the satisfaction rate of students enrolled in academic degree programs, aiming for a favorable response rate exceeding 80%. 

1) Number of degrees conferred 

Rationale – Air University does not measure or calculate graduation rates as Air University is not an IPEDS participant. Therefore, AU uses the number of degrees completed in relation to our target production numbers, as applicable, as our student achievement success rate metric in place of IPEDS graduation rate. 

Program completion is an important factor for AU student’s professional development, academic preparation, and advancement. All military services except for the Navy compete for positions in PME-graduate level resident programs. Air University students enter academic programs with the understanding that program completion is tied to their future assignments and duties. Air University students also enter academic programs with an obligation to complete additional years of service in exchange for the educational investment made by the service or the agency. Further, Air University graduates are assigned by the personnel management systems of their service or agency to positions which require the knowledge, skills and aptitudes developed through the programs following completion. As a result, Air University graduates receive deliberate personnel placement, incur service obligation, and attain full employment after program completion. Air University in-residence programs have a target production number assigned to each program as predetermined enrollment goals based on force strength needed to meet military operations at the Secretary of the Air Force level. Production numbers are designed to ensure an adequate amount of force are trained in leadership, strategic thinking, and other specialized skill sets. Degrees conferred is a marker that we are providing a strong return on investment for students, our national defense, and US taxpayers. 

Threshold for the number of degrees conferred – Air University reviewed four years of data to determine the minimum threshold of acceptability for the number of degrees conferred. AU has identified the threshold for degree conferred and program completions to be 85%. These thresholds were selected based on the rolling four -year average for these areas at AU.

Outcome for Number of degrees conferred and program completers in relation to production numbers – At Air University, our degrees conferred rate has met the threshold. Additionally, our degree completers remain within the military and report to their next duty station. The proportion of degrees conferred and program completers in relation to the production numbers for each program within the expected range. 

2) Time to completion for the Community College of the Air Force (CCAF) to award an AAS degree:  

Rationale – As a measure of student success, Air University monitors the six-year graduation rate of its associates degree programs. Unlike a civilian community college, students do not apply for admission to a self-chosen career field. Prior to enlisting in the Air Force, an individual completes the Armed Services Vocational Aptitude Battery (ASVAB), which indicates academic and career field aptitude, and help match the individual’s aptitudes and abilities with Air Force career areas during initial assignment to a career field (Air Force Specialty Code (AFSC). All new enlisted accessions (Airmen) are admitted and registered in a CCAF degree program designed for the designated Primary Air Force Specialty Code (AFSC), normally during the fourth week of Basic Military Training, and are considered a full time CCAF student from the time they enter basic military training through level 3 initial skills training until they reach the 5 level of technical training. The responsibilities and demands on newly accessed Airmen require a completion window broader than two years for the completion of a CCAF associate’s degree (i.e., temporary change of duty station (TDY), deployments, reassignments, and so forth). Deployments and the nation’s national security demands often delay an Airmen’s ability to complete the general education requirements and/or the internship components of the CCAF degree. 

Completion rates are a common metric used in measuring the effectiveness of an institution. Air Education and Training Command (AETC) and AU Chief of Data Analytics carefully monitor completion rates of our associate degree programs. Furthermore, on average, supervisors surveyed agreed the program enhances the overall education of enlisted personnel, positively impacts the Air Force mission, and plays an important role in the development of a professional Air Force enlisted corps.  Completion of an associates degrees with Air University is an indicator that we are providing a strong return on investment for students, our national defense, and US taxpayers. 

Threshold for Time to completion [6-Year Graduation Rate] - Air University has established the six-year graduation rate threshold after reviewing  4 years of data. The threshold is set to the lowest rate for the previous 4 years, which is 70%. Geopolitical changes in the world and the US Air Force subsequent response to these constantly evolving global dynamics demand a larger completion window to accommodate Airmen in their commitment to securing our nation. 

Outcome for Time to completion [6-Year Graduation Rate]  –  The six-year time to completion for a CCAF degree rate has met the threshold. CCAF degree completers are retained and promoted at a higher rate than their peers that have not achieved the CCAF degree within the six year time frame.

3) Applied Science Technical Education  

Rationale – This metric focuses on how we “Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy” through providing enlisted Airman a pathway to a Associate’s degree while on-duty serving in the Air Force. The nature of instruction at the schoolhouses serves a dual purpose of Air Force training and CCAF degree credit. Each CCAF program career/technical field track is designed for the specific occupational specialties knowledge, skills, and theoretical background for Airmen to become technical experts and skilled craftsmen.  The Air Force has always recognized the positive effects of education on enlisted Airmen and Guardians and has strived to provide opportunities for all airman to become lifelong learners. Since students complete the technical training under the purview of CCAF (the General Education requirement is satisfied by applying courses accepted in-transfer or by testing credit), AU focuses on tracking the pathways to a degree provided through the completion of the technical requirements of the AAS degree.

Threshold for Applied Science Technical Education - AU has identified a threshold of 70% for completion of technical components of the associate degree requirements after reviewing 4 years of data. The threshold is set to the lowest rate for the previous 10 years, which is 70%. CCAF and the CADP program track all students longitudinally and has kept records of student completion of technical requirements. Technical requirement completion data provides a metric early in an Airman’s career on their progression within their Air Force career. 

Outcome for Applied Science Technical Education  –  The completion of the technical education component of the associate’s degree has met the threshold. Students completing this technical component are in line with the national associates degree completion rate. Completing the technical requirements speaks to Air University’s intent to seek continuous improvement in the development of student outcomes with the College Mission, to " Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy." 

4) Student Satisfaction with PME Courses and Programs 

Rationale – The performance of our students once they return to their tour of duty with their squadron is the final student metric. In contrast to traditional academic institutions and IPEDs reporting schools, AU's curriculum and learning outcomes are meticulously aligned with specific operational requirements and competencies outlined by the Air Force and Space Force. Our students are not simply pursuing degrees or certifications; they are undergoing rigorous training to become warfighters capable of fulfilling critical roles in national defense. This perspective of students at the conclusion of their academic program provides another important indication regarding the program’s value and stakeholder satisfaction after undergoing rigorous training to become warfighters capable of fulfilling critical roles in national defense. 

Threshold for Student Satisfaction with PME Courses and Programs - Air University has identified the threshold of this metric that favorable satisfaction responses will exceed 76% on the EOP survey questions. This threshold was selected as a baseline after reviewing the last here years of EOP survey data across programs, in which the average positive response on program related questions was ~80%. 

Goal for Student Satisfaction with PME Courses and Programs – Air University has identified the threshold of this metric that favorable satisfaction responses will exceed 90% on the EOP survey questions. 

Outcome for Student Satisfaction with PME Courses and Programs –  The threshold for this metric has been met, with the most recent EOP responses on the satisfaction question as follows:

 

Question

AU Average Satisfaction

I can apply what I learned in this course/program.

92.56%

I am more confident in my skills working with others as a result of this course/program.

87.60%

The curriculum kept me engaged (focused and eager to learn).

85.12%

The technology to support learning was effective.

78.51%

 

 


AIR UNIVERSITY QUALITY ENHANCEMENT PLAN (QEP)

Leadership & Ethics Across the Continuum of Learning

Air University’s Quality Enhancement Plan focuses on the development of a sound conceptual and theoretical basis for the development of leadership. Informed by an intensive leadership and ethics literature review, Air University developed a conceptual AUQEP framework to integrate the intersection of ethical and strategic leadership. The framework is designed to create a deliberate and comprehensive leadership development program for the University and the Air Force. The framework focuses on three specific strategic capacities that are foundational traits and skills necessary to create leaders who understand and display ethical leadership within the demanding Air Force mission. These capacities—absorptive, adaptive and decision-making—can be structured for the continuum of learning elements of training, education, and experience. The AUQEP framework will focus on the ethical and strategic leadership development of Air Force leaders in the context of individual/self, team/group, and organization/enterprise. Air University’s AUQEP was submitted in January 2019 for review by SACS-COC Visiting Team in March 2019.  Link to Approved AUQEP.

As the intellectual and leadership-development center of the Air and Space Forces, leadership development is a University-wide endeavor across all centers, schools and major programs, thus the AUQEP Director established a standing working group with representatives from the major centers, schools and programs. In order to develop curriculum that facilitates the development of leadership competencies for each Air University student, the AUQEP began by creating a baseline of existing knowledge of Air University students and over the five years of the AUQEP, has and will continue to facilitate the design of curriculum appropriate at each level of an Airman’s education. At the end of the AUQEP, the University will determine if and how the ethics and leadership curriculum impacted the overall state of the Air Force.

Prior to developing the AUQEP, Air University conducted an extensive review of leadership, leadership development and ethics research literature.  Air University’s proposed AUQEP framework integrates ethical leadership with a specific focus on the three strategic capacities (Hooijberg & Boal, 2000) -- absorptive, adaptive, and decision-making -- across the three major interpersonal domains. This framework provides a construct that promotes a deliberate and methodical way to analyze, evaluate, develop, and assess existing and future leadership development programs across the University. The framework conveys there is a relationship between an individual’s understandings of “self,” their ability as a “team” leader to create an environment that fosters subordinates’ individual development, and the capacity to foster culture/climate of the Air Force as an organization. Further, this is a bi-directional relationship of influence between the capacities within Airmen and the teams they lead, and the Air Force as a broader organization.

AUQEP Year One:  Academic Year 2020 - 2021

In year one, the AUQEP team conducted a data collection process to identify the competencies of an ethical leader, informed by a survey, focus meetings with the AUQEP working group and Air Force regulations, standards and doctrine. With the data, the team created a draft list of 22 competencies of ethical leadership. The team then mapped current Air University course curriculum to the ethical leadership competencies to determine areas in which to focus. Using the evidence from our analysis, Air University leadership chose to focus this AUQEP on the ethical leadership competencies of:

1.  Ethical Decision-Making
Makes well-informed, effective and timely decisions. Identifies problems, evaluates alternative perspectives/solutions, makes timely and effective recommendations, and identifies multiple possible courses of action. Considers all possible outcomes and makes the best decisions considering all factors: mission, people, ethics, and outcomes. Decision-making includes critical thinking: analytical, strategic and creative thinking.

2.  Empathy
Seeks to understand varied experiences of others through emotional perspective-taking to make decisions grounded in care and respect.

3.  Fosters Innovation
Builds a culture of behaviors and business practices that encourages, champions, and rewards creativity and informed risk taking; rapidly adapts to new conditions and technologies.

After determining the AUQEP focus areas, the team facilitated the design of curriculum, developed learning outcomes and engagements as well as faculty development in several select courses and schools across Air University. In Year 3 we will continue assessing the curriculum in the selected courses and developing program specific curriculum and assessment plans.

AUQEP Contacts

  • Dr. Ella M. Temple, Institutional Analytics and Research Data
  • Ms. Megan Allison, AUQEP Director and Leadership Institute
  • Dr. Robert Hinck, Leadership Institute

If you are interested in learning more about the AUQEP, please contact us at: AUQEP@au.af.edu.

If you are involved in an AU program and are interested in participating in faculty development programs associated with our three focus areas, please contact the AUQEP Director, Megan Allison at: megan.allison.2@au.af.edu.

AUQEP Publications and Presentations

Tatum, K., Parson, L., Weise, J., Allison, M., & Farrell, R. (2019). Leadership and ethics across the continuum of learning: The Ethical Leadership Framework. Air & Space Power Journal, 33(4), 42-57. https://www.airuniversity.af.edu/Portals/10/ASPJ/journals/Volume-33_Issue-4/F-Tatum_et_al.pdf

Parson, L., Weise, J., Tatum, K., Allison, M., & Farrell, R. (2019). Evaluating and Assessing the Ethical Leadership Framework for Air Force Leader Development. Journal of Character & Leadership Development, 6(2), 50-63. https://www.usafa.edu/app/uploads/JCLD_Vol06_Issue02.pdf

Parson, L., Weise, J., Tatum, K, Allison, M., & Farrell, R. (March 2020). Developing a college credit leadership military program: Ethical leadership competencies. Presentation session for the Council of College and Military Educators annual symposium in Philadelphia, PA.

Parson, L., Steele, A., Tatum, K., Allison, M., & Weise, J. (2022). Identifying the Competencies of Air Force Ethical Leadership. Journal of Character & Leadership Development, 9(1), 75-92. https://jcli.scholasticahq.com/article/35509-identifying-the-competencies-of-air-force-ethical-leadership


Accreditation

Air University Accreditation:  Air University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associate, masters, and doctor of philosophy degrees. Contact the Southern Association of Colleges and Schools Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Air University.  

Accreditation of the Air University is reaffirmed every ten years by the Southern Association of Colleges and School Commission on Colleges (SACSCOC). The reaffirmation process requires AU to demonstrate compliance with SACSCOC Principles of Accreditation. 

  • 2019 SACSCOC Reaffirmation of Accreditation Letter 
  • 5-Year Report Interim Report Due March 2025 (Pending) 

SACSCOC Accreditation

SACSCOC is the recognized institutional accrediting body in the eleven U.S. Southern states and in Latin America for those institutions of higher education that award degrees. 

Educational Sites 

The establishment of an off-campus educational site is governed by AU policy. In addition, the process must be reviewed in reference to the SACSCOC policy on Substantive Change. 

Faculty Credentialing 

SACSCOC Comprehensive Standard 6.2.a requires that all member institutions positively demonstrate that they employ competent faculty members qualified to accomplish the mission and goals of the institution. 

Substantive Change 

Accredited institutions are required to notify SACSCOC of changes in accordance with the substantive change policy and, when required, seek approval prior to the initiation of changes.

Air Force Institute of Technology:  In 2008, the Southern Association of Colleges and Schools Commission on Colleges approved Air University's request for separate accreditation of Air University's Air Force Institute of Technology (AFIT).  AFIT is separately accredited by the Higher Learning Commission to award masters and doctor of philosophy degrees.  Contact the Higher Learning Commission at 230 North LaSalle Street, Suite 7500, Chicago, Illinois 60604 or call 800-621-7440 for questions about the accreditation of the Air Force Institute of Technology.


Student Achievement

The mission of Air University is to “Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy,” and we align our expected student outcomes with this Mission.  Unlike a civilian entity, the mission of a military entity has a very real “boots on the ground meaning and is the operation assigned to the unit by higher headquarters.” Both uses of the term Mission apply at AU and are used in correlation to one another. Air University exists to provide the nation with skilled Airmen to provide for the common defense of the nation. For example, Air University’s programs for Officer Accessions (entry into the service) accounts for over 70% of all active-duty officers (ROTC 41.4%, OTS 19.1% other 16.8%) - [pulled this sentence from the QEP].  Air University’s mission ties to the National Defense Strategy and requires that we consistently evolve by reorienting and reoptimizing ourselves to align with dynamically changing demands at key inflection points: we cannot afford to be complacent in terms of our national defense. This intense focus allows our Airmen to achieve their military mission. 

Air University’s mission and purpose differs from many of its peers in higher education. Unlike most academic institutions that focus on providing academic programs with marketable credentials and degrees, Air University’s academic programs are developed to meet force development requirements for the Air Force and the Department of Defense. Air University’s academic programs are developed to support the unique mission of the profession of arms. Additionally, Air University’s students are a unique cohort where the completion of the academic program is tied to the individual’s position and continuation in the Air Force. The selection, admission and enrollment in an Air University program becomes a military mission requirement for the individual and part of the individual’s work/duty assignment. This leads to a dynamic where the student and the institution are focused simultaneously on the successful completion of the academic program and the force development requirements. We look to develop “mission ready Airmen” with training focused on a mix of skills needed for wartime operational mission readiness. 

As a military entity with an education mission, utilizing conventional student achievement metrics to gauge our success does not adequately encompass the fundamental differences between AU and our civilian counterparts. Our students are not simply pursuing degrees or certifications; they are undergoing rigorous training to become warfighters capable of fulfilling critical roles in national defense. Thus, in order to measure student achievement, Air University focuses on the preparation of  “warfighters in support of the National defense Strategy”.  

AU has chosen to measure how we “Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy” using the following metrics which provide an accurate and comprehensive assessment of our students' preparedness for their chosen profession: 

  • Monitoring the percentage of enrolled students in the degree program who receive a degree at the conclusion of their academic program [ a Completion Rate in lieu of Graduation Rate]: Monitoring the percentage of enrolled students who receive a degree at the conclusion of their academic program completion to meet Air Force production numbers. 
  • Time to completion [6-Year Graduation Rate]: Monitoring the graduation rate within the specified timeframe for the Community College of the Air Force (CCAF) to award an AAS degree.
  • Applied Science Technical Education: Tracking the completion rate of 5-level training leading to an Associate of Applied Science degree. 
  • Student Satisfaction with PME Courses and Programs: Tracking the satisfaction rate of students enrolled in academic degree programs, aiming for a favorable response rate exceeding 80%. 

1) Number of degrees conferred 

Rationale – Air University does not measure or calculate graduation rates as Air University is not an IPEDS participant. Therefore, AU uses the number of degrees completed in relation to our target production numbers, as applicable, as our student achievement success rate metric in place of IPEDS graduation rate. 

Program completion is an important factor for AU student’s professional development, academic preparation, and advancement. All military services except for the Navy compete for positions in PME-graduate level resident programs. Air University students enter academic programs with the understanding that program completion is tied to their future assignments and duties. Air University students also enter academic programs with an obligation to complete additional years of service in exchange for the educational investment made by the service or the agency. Further, Air University graduates are assigned by the personnel management systems of their service or agency to positions which require the knowledge, skills and aptitudes developed through the programs following completion. As a result, Air University graduates receive deliberate personnel placement, incur service obligation, and attain full employment after program completion. Air University in-residence programs have a target production number assigned to each program as predetermined enrollment goals based on force strength needed to meet military operations at the Secretary of the Air Force level. Production numbers are designed to ensure an adequate amount of force are trained in leadership, strategic thinking, and other specialized skill sets. Degrees conferred is a marker that we are providing a strong return on investment for students, our national defense, and US taxpayers. 

Threshold for the number of degrees conferred – Air University reviewed four years of data to determine the minimum threshold of acceptability for the number of degrees conferred. AU has identified the threshold for degree conferred and program completions to be 85%. These thresholds were selected based on the rolling four -year average for these areas at AU.

Outcome for Number of degrees conferred and program completers in relation to production numbers – At Air University, our degrees conferred rate has met the threshold. Additionally, our degree completers remain within the military and report to their next duty station. The proportion of degrees conferred and program completers in relation to the production numbers for each program within the expected range. 

2) Time to completion for the Community College of the Air Force (CCAF) to award an AAS degree:  

Rationale – As a measure of student success, Air University monitors the six-year graduation rate of its associates degree programs. Unlike a civilian community college, students do not apply for admission to a self-chosen career field. Prior to enlisting in the Air Force, an individual completes the Armed Services Vocational Aptitude Battery (ASVAB), which indicates academic and career field aptitude, and help match the individual’s aptitudes and abilities with Air Force career areas during initial assignment to a career field (Air Force Specialty Code (AFSC). All new enlisted accessions (Airmen) are admitted and registered in a CCAF degree program designed for the designated Primary Air Force Specialty Code (AFSC), normally during the fourth week of Basic Military Training, and are considered a full time CCAF student from the time they enter basic military training through level 3 initial skills training until they reach the 5 level of technical training. The responsibilities and demands on newly accessed Airmen require a completion window broader than two years for the completion of a CCAF associate’s degree (i.e., temporary change of duty station (TDY), deployments, reassignments, and so forth). Deployments and the nation’s national security demands often delay an Airmen’s ability to complete the general education requirements and/or the internship components of the CCAF degree. 

Completion rates are a common metric used in measuring the effectiveness of an institution. Air Education and Training Command (AETC) and AU Chief of Data Analytics carefully monitor completion rates of our associate degree programs. Furthermore, on average, supervisors surveyed agreed the program enhances the overall education of enlisted personnel, positively impacts the Air Force mission, and plays an important role in the development of a professional Air Force enlisted corps.  Completion of an associates degrees with Air University is an indicator that we are providing a strong return on investment for students, our national defense, and US taxpayers. 

Threshold for Time to completion [6-Year Graduation Rate] - Air University has established the six-year graduation rate threshold after reviewing  4 years of data. The threshold is set to the lowest rate for the previous 4 years, which is 70%. Geopolitical changes in the world and the US Air Force subsequent response to these constantly evolving global dynamics demand a larger completion window to accommodate Airmen in their commitment to securing our nation. 

Outcome for Time to completion [6-Year Graduation Rate]  –  The six-year time to completion for a CCAF degree rate has met the threshold. CCAF degree completers are retained and promoted at a higher rate than their peers that have not achieved the CCAF degree within the six year time frame.

3) Applied Science Technical Education  

Rationale – This metric focuses on how we “Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy” through providing enlisted Airman a pathway to a Associate’s degree while on-duty serving in the Air Force. The nature of instruction at the schoolhouses serves a dual purpose of Air Force training and CCAF degree credit. Each CCAF program career/technical field track is designed for the specific occupational specialties knowledge, skills, and theoretical background for Airmen to become technical experts and skilled craftsmen.  The Air Force has always recognized the positive effects of education on enlisted Airmen and Guardians and has strived to provide opportunities for all airman to become lifelong learners. Since students complete the technical training under the purview of CCAF (the General Education requirement is satisfied by applying courses accepted in-transfer or by testing credit), AU focuses on tracking the pathways to a degree provided through the completion of the technical requirements of the AAS degree.

Threshold for Applied Science Technical Education - AU has identified a threshold of 70% for completion of technical components of the associate degree requirements after reviewing 4 years of data. The threshold is set to the lowest rate for the previous 10 years, which is 70%. CCAF and the CADP program track all students longitudinally and has kept records of student completion of technical requirements. Technical requirement completion data provides a metric early in an Airman’s career on their progression within their Air Force career. 

Outcome for Applied Science Technical Education  –  The completion of the technical education component of the associate’s degree has met the threshold. Students completing this technical component are in line with the national associates degree completion rate. Completing the technical requirements speaks to Air University’s intent to seek continuous improvement in the development of student outcomes with the College Mission, to " Access, train, educate, and develop Air and Space warfighters in support of the National Defense Strategy." 

4) Student Satisfaction with PME Courses and Programs 

Rationale – The performance of our students once they return to their tour of duty with their squadron is the final student metric. In contrast to traditional academic institutions and IPEDs reporting schools, AU's curriculum and learning outcomes are meticulously aligned with specific operational requirements and competencies outlined by the Air Force and Space Force. Our students are not simply pursuing degrees or certifications; they are undergoing rigorous training to become warfighters capable of fulfilling critical roles in national defense. This perspective of students at the conclusion of their academic program provides another important indication regarding the program’s value and stakeholder satisfaction after undergoing rigorous training to become warfighters capable of fulfilling critical roles in national defense. 

Threshold for Student Satisfaction with PME Courses and Programs - Air University has identified the threshold of this metric that favorable satisfaction responses will exceed 76% on the EOP survey questions. This threshold was selected as a baseline after reviewing the last here years of EOP survey data across programs, in which the average positive response on program related questions was ~80%. 

Goal for Student Satisfaction with PME Courses and Programs – Air University has identified the threshold of this metric that favorable satisfaction responses will exceed 90% on the EOP survey questions. 

Outcome for Student Satisfaction with PME Courses and Programs –  The threshold for this metric has been met, with the most recent EOP responses on the satisfaction question as follows:

 

Question

AU Average Satisfaction

I can apply what I learned in this course/program.

92.56%

I am more confident in my skills working with others as a result of this course/program.

87.60%

The curriculum kept me engaged (focused and eager to learn).

85.12%

The technology to support learning was effective.

78.51%

 

 


Quality Enhancement Plan

AIR UNIVERSITY QUALITY ENHANCEMENT PLAN (QEP)

Leadership & Ethics Across the Continuum of Learning

Air University’s Quality Enhancement Plan focuses on the development of a sound conceptual and theoretical basis for the development of leadership. Informed by an intensive leadership and ethics literature review, Air University developed a conceptual AUQEP framework to integrate the intersection of ethical and strategic leadership. The framework is designed to create a deliberate and comprehensive leadership development program for the University and the Air Force. The framework focuses on three specific strategic capacities that are foundational traits and skills necessary to create leaders who understand and display ethical leadership within the demanding Air Force mission. These capacities—absorptive, adaptive and decision-making—can be structured for the continuum of learning elements of training, education, and experience. The AUQEP framework will focus on the ethical and strategic leadership development of Air Force leaders in the context of individual/self, team/group, and organization/enterprise. Air University’s AUQEP was submitted in January 2019 for review by SACS-COC Visiting Team in March 2019.  Link to Approved AUQEP.

As the intellectual and leadership-development center of the Air and Space Forces, leadership development is a University-wide endeavor across all centers, schools and major programs, thus the AUQEP Director established a standing working group with representatives from the major centers, schools and programs. In order to develop curriculum that facilitates the development of leadership competencies for each Air University student, the AUQEP began by creating a baseline of existing knowledge of Air University students and over the five years of the AUQEP, has and will continue to facilitate the design of curriculum appropriate at each level of an Airman’s education. At the end of the AUQEP, the University will determine if and how the ethics and leadership curriculum impacted the overall state of the Air Force.

Prior to developing the AUQEP, Air University conducted an extensive review of leadership, leadership development and ethics research literature.  Air University’s proposed AUQEP framework integrates ethical leadership with a specific focus on the three strategic capacities (Hooijberg & Boal, 2000) -- absorptive, adaptive, and decision-making -- across the three major interpersonal domains. This framework provides a construct that promotes a deliberate and methodical way to analyze, evaluate, develop, and assess existing and future leadership development programs across the University. The framework conveys there is a relationship between an individual’s understandings of “self,” their ability as a “team” leader to create an environment that fosters subordinates’ individual development, and the capacity to foster culture/climate of the Air Force as an organization. Further, this is a bi-directional relationship of influence between the capacities within Airmen and the teams they lead, and the Air Force as a broader organization.

AUQEP Year One:  Academic Year 2020 - 2021

In year one, the AUQEP team conducted a data collection process to identify the competencies of an ethical leader, informed by a survey, focus meetings with the AUQEP working group and Air Force regulations, standards and doctrine. With the data, the team created a draft list of 22 competencies of ethical leadership. The team then mapped current Air University course curriculum to the ethical leadership competencies to determine areas in which to focus. Using the evidence from our analysis, Air University leadership chose to focus this AUQEP on the ethical leadership competencies of:

1.  Ethical Decision-Making
Makes well-informed, effective and timely decisions. Identifies problems, evaluates alternative perspectives/solutions, makes timely and effective recommendations, and identifies multiple possible courses of action. Considers all possible outcomes and makes the best decisions considering all factors: mission, people, ethics, and outcomes. Decision-making includes critical thinking: analytical, strategic and creative thinking.

2.  Empathy
Seeks to understand varied experiences of others through emotional perspective-taking to make decisions grounded in care and respect.

3.  Fosters Innovation
Builds a culture of behaviors and business practices that encourages, champions, and rewards creativity and informed risk taking; rapidly adapts to new conditions and technologies.

After determining the AUQEP focus areas, the team facilitated the design of curriculum, developed learning outcomes and engagements as well as faculty development in several select courses and schools across Air University. In Year 3 we will continue assessing the curriculum in the selected courses and developing program specific curriculum and assessment plans.

AUQEP Contacts

  • Dr. Ella M. Temple, Institutional Analytics and Research Data
  • Ms. Megan Allison, AUQEP Director and Leadership Institute
  • Dr. Robert Hinck, Leadership Institute

If you are interested in learning more about the AUQEP, please contact us at: AUQEP@au.af.edu.

If you are involved in an AU program and are interested in participating in faculty development programs associated with our three focus areas, please contact the AUQEP Director, Megan Allison at: megan.allison.2@au.af.edu.

AUQEP Publications and Presentations

Tatum, K., Parson, L., Weise, J., Allison, M., & Farrell, R. (2019). Leadership and ethics across the continuum of learning: The Ethical Leadership Framework. Air & Space Power Journal, 33(4), 42-57. https://www.airuniversity.af.edu/Portals/10/ASPJ/journals/Volume-33_Issue-4/F-Tatum_et_al.pdf

Parson, L., Weise, J., Tatum, K., Allison, M., & Farrell, R. (2019). Evaluating and Assessing the Ethical Leadership Framework for Air Force Leader Development. Journal of Character & Leadership Development, 6(2), 50-63. https://www.usafa.edu/app/uploads/JCLD_Vol06_Issue02.pdf

Parson, L., Weise, J., Tatum, K, Allison, M., & Farrell, R. (March 2020). Developing a college credit leadership military program: Ethical leadership competencies. Presentation session for the Council of College and Military Educators annual symposium in Philadelphia, PA.

Parson, L., Steele, A., Tatum, K., Allison, M., & Weise, J. (2022). Identifying the Competencies of Air Force Ethical Leadership. Journal of Character & Leadership Development, 9(1), 75-92. https://jcli.scholasticahq.com/article/35509-identifying-the-competencies-of-air-force-ethical-leadership