Strategic Vision Plan 2014-2018

Strategic Vision Plan 2014-2018

Approved by the Executive Board 10 October 2013, after consideration by the Board of Governors 6 May 2013 Previous Version Approved by the Board of Governors 2 June 2011

WMU Strategic Vision Plan 2014 - 2018

Table of Contents 1. Summary ............................................................................................................ 1 2. Context ............................................................................................................... 2 WMU and the IMO Strategic Plan ......................................................................... 2 3. Vision, Mission, and Values .................................................................................... 3 Vision .............................................................................................................. 3 Mission ............................................................................................................ 3 Values ............................................................................................................. 3 Code of Conduct ............................................................................................... 4 4. Introduction ......................................................................................................... 4 WMU Strengths ................................................................................................. 4 Unique Qualities................................................................................................ 5 WMU Challenges ............................................................................................... 5 Employee Renewal ............................................................................................ 6 5. Strategic Priority 1 - Expanding Core Competences ................................................... 6 Academic Curriculum ......................................................................................... 6 Emerging Subject Areas ..................................................................................... 6 International Accreditation ................................................................................. 6 External Education Programs .............................................................................. 7 Building on Existing Relationships ....................................................................... 7 Recruitment ..................................................................................................... 8 Faculty and Staff Development ........................................................................... 8 Investment ...................................................................................................... 8 Action Plan ....................................................................................................... 8 6. Strategic Priority 2 - Strengthening Research Capability ............................................ 9 Importance of Research ..................................................................................... 9 Increasing International Recognition.................................................................... 9 Research Networking ....................................................................................... 10 Effective External Dissemination of Research ...................................................... 10 Action Plan ..................................................................................................... 10 7. Strategic Priority 3 – Securing Institutional Sustainability ........................................ 11 Current State of Play ....................................................................................... 11 Developing a New Funding Model ...................................................................... 11 A Viable Business Plan ..................................................................................... 12 Branding and Communication ........................................................................... 12 Action Plan ..................................................................................................... 13 8. Strategic Priority 4 - Planning for Growth ............................................................... 13 Growth of Core Activities.................................................................................. 13 The Physical Environment ................................................................................ 14 Human Resources ........................................................................................... 14 Ph.D. Students ............................................................................................... 15 M.Sc. Students ............................................................................................... 15 Professional Development Courses and Distance Education .................................. 16 Action Plan ..................................................................................................... 16

WMU Strategic Vision Plan 2014 - 2018

1. Summary The World Maritime University’s Strategic Plan 2013-2017 focuses on restructuring the university´s academic offerings, strengthening research capabilities, increasing the annual student intake to 140, renewing specializations in the M.Sc. program, revision and growth of the Ph.D. program, enhancing research and consultancies, continuing global maritime capacity building, developing, implementing, and fine-tuning a business model to serve as the operational platform, and full implementation of a ERP system in a sustainable manner for the long-term.

The strategic priorities are: 1. Expanding Core Competencies of Faculty and Professional Staff 2. Strengthening Research Capabilities 3. Securing Institutional Financial Sustainability 4. Planning for Future Growth A vision statement has been formulated, the mission fine-tuned, and a set of core values defined. It is commonly understood that WMU educates the maritime leaders of tomorrow.

In the introduction of the strategic plan, a brief overview of WMU’s strengths, unique qualities, and challenges is given. The Strategic Vision Plan 2013-2017 is a living document and will be reviewed regularly. The first such review of the original WMU Strategic Vision Plan 2010-2015 took place at the 2012 WMU Retreat, resulting in the current plan.

A Figure 1: Future WMU Premises Fall 2014

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WMU Strategic Vision Plan 2014 - 2018

2. Context WMU and the IMO Strategic Plan WMU was established by IMO in 1983, remains an affiliated entity of IMO, and is supporting the strategic plan of International Maritime Organization (IMO) as defined in Resolution A.1011 (26), adopted on 26 November 2009.

WMU is in a position to actively support several of the strategic directions of IMO, including:  Strategic Direction 3: IMO will strengthen its capacity-building programs  Strategic Direction 5: IMO´s highest priority will be the safety of human life at sea  Strategic Direction 7: IMO will focus on reducing and eliminating any adverse impact by shipping on the environment  Strategic Direction 12: IMO will take the lead in enhancing the quality of shipping  Strategic Direction 13: IMO will seek to enhance environmental conscience with the shipping community In his inaugural address in July 2012, the then newly appointed Secretary-General of the IMO, Mr. Koji Sekimizu, reiterated the IMO strategic priority to focus on “sustainable development of the maritime sector.” The Secretary General further emphasized the critical need for a renaissance of the WMU to meet the growing core challenges of improving maritime safety, security, and environmental protection given growing risks from climate change and pollution impacting the global oceans. WMU educates the maritime leaders of tomorrow.

WMU is actively embracing this challenge with enthusiasm and vigor, and its implication of forging a closer association with IMO, its operational divisions, and professional staff to ensure a greater collaboration towards meeting IMOs strategic goals and objectives.

Figure 2: WMU, a Global Maritime University

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WMU Strategic Vision Plan 2014 - 2018

3. Vision, Mission, and Values Vision The World Maritime University aspires to be the world’s leading university for postgraduate maritime education and research.

Mission As the International Maritime Organization’s center of excellence for postgraduate maritime education, our mission is to serve the global maritime community through education, research, and capacity building to ensure safe, secure and efficient shipping on clean oceans.

WMU offers a unique postgraduate educational program, undertakes wide-ranging research in maritime and environmental studies, and continues maritime capacity building. Working closely with our stakeholders, including IMO, the maritime industry, national maritime administrations, and NGOs, WMU is positioned to:  Help build a more environmentally sensitive and sustainable world through education and research in the maritime sector  Educate future global maritime leaders  Contribute to maritime capacity building and the development of effective policies of equal opportunity for the global maritime community  Provide an international focus and forum for networking and collaboration on critical issues and developments in maritime transportation world-wide Values WMU bases its work around nine core values:  Leadership - Serve as global maritime leaders in education and research  Integrity - Act equitably, impartially, and fairly in all actions  Respect - Behave professionally and earn respect of others, both within and outside the organization  Collaboration - Develop and maintain effective working relationships and strong partnerships at all levels  Innovation - Treat problem solving and work tasks with ingenuity  Transparency - Encourage open communication and provide access to maritime information  Accountability - Promote greater accountability  Efficiency - Strive for timely, cost-effective, and accurate results  Compliance - Ensure that policies are implemented and adhered to  Sustainability – Support sustainable development goals for the maritime transport the marine environment sectors as well as sustainability-oriented actions by WMU

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Code of Conduct An employee code of conduct, representing a set of values and ethical behaviors, to guide WMU employees in their daily work, relationships, and activities was adopted by the university in 2011.

4. Introduction Since WMU was established by the International Maritime Organization (IMO) in 1983, the global maritime industry has undergone tectonic changes. Membership of IMO has grown from 122 to 170 Member States and three Associate Members, while globalization has resulted in a doubling of the world fleet and the tripling in the volume of trade by sea.

During this time, the world has become increasingly focused on the need for greater safety at sea as well as the potentially adverse effects of trade on the environment. IMO has responded with numerous new conventions and protocols - more than 25 since 1983 – most aimed at improving safety and security, reducing pollution, and strengthening environmental safeguards.

WMU´s educational programs have evolved to reflect these changes. Today, the challenge facing the University is to chart a course for the next five years that will sustain WMU, serve the global maritime sector, and enable it to develop into its next phase.

WMU Strengths Over the past three decades, WMU has established itself as the pre-eminent international postgraduate university serving the global maritime community and as the pinnacle of excellence for industry, government, and seafarers. WMU’s degree programs are unrivalled and WMU graduates today play leading roles in national administrations, shipping companies and ports. Furthermore, its graduates constitute a network of alumni committed to ensuring safe navigation and clean seas.

In recent years, WMU has taken steps to respond to changes in the maritime industry.

Significant shifts in emphasis have been made to ensure that WMU has remained at the cutting edge of maritime education. These changes include:   

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Continued emphasis on academic excellence evaluated by periodic external assessment and internal quality assurance procedures Introduction and expansion of WMU’s Ph.D. program and increasing emphasis on research Restructuring the M.Sc. specializations to reflect new maritime conventions and imperatives, and increasing the number of specializations to seven by 2014 Establishment of M.Sc. programs in Dalian and Shanghai, China More efficient oversight and governance with the establishment of a new Executive Board, a reconstituted Board of Governors, a revised Charter, and reporting to IMO

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WMU Strategic Vision Plan 2014 - 2018

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Ongoing restructuring of the academic programs, the development of a new business model, and offering a number of Executive and Professional Development Courses

Unique Qualities WMU is a unique institution. The university belongs to the world, not to any single country or region. Our history and development have made WMU unlike any other postgraduate university. WMU is closely associated and identified with IMO and the UN, which has contributed to the establishment of the university in a position of global leadership and international capacity-building. WMU has a concentration of in-house maritime expertise, extended by a cadre of visiting professors, who complement the in-house competence and provide a concrete link to the maritime industry and maritime administrations. Our fieldstudies program provides practice as well as theory in education. WMU is a global university, with international faculty, staff, students, and graduates, who provide direct contacts to the maritime networks in at least at least 164 countries. WMU is characterized not only by its international staff and students, but by not being based within any single national system.

Thus, WMU provides an inter-cultural experience and professional maritime education.

WMU educates the maritime leaders of tomorrow.

WMU Challenges WMU recognizes that it faces major academic and organizational challenges. Academically, its core postgraduate M.Sc. teaching program must attract more students, and should be complemented by increased research activity at Ph.D. level. Organizationally, WMU needs to establish a sustainable business model and secure stable long-term funding. To achieve these twin objectives and to bring its vision into being, WMU has established four strategic priorities: Expanding Core Competencies, Strengthening Research Capability, Securing Institutional Sustainability, and Planning for Growth.

Figure 3: WMU Retreat 2012

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WMU Strategic Vision Plan 2014 - 2018

Employee Renewal From 2011 to 2013, WMU has undergone a renewal of faculty and professional staff. Due to a number of retirements, more than 55% of the faculty and 50 % of the administrative staff have been replaced. The WMU faculty is made up of primarily Ph.D. holders, many with seagoing and/or marine engineering experience. In addition, eight Research Associates and six Research Assistants have been employed to support the delivery of an expanding research portfolio. This renewal process is expected to continue until 2015.

5. Strategic Priority 1 - Expanding Core Competences Academic Curriculum WMU’s core M.Sc. program was designed to be a cornerstone of IMO’s development and capacity-building policy. Over the years, the program has evolved in response to changes in the maritime industry. Today, it is universally recognized as the leading postgraduate program for inter alia maritime administrators, shipping executives, and port managers.

Emerging Subject Areas WMU’s core competencies are, and for the foreseeable future will continue to be, safety, security, environmental protection, business administration, maritime education, port and shipping management, and maritime policy, administration, and governance. Within these broad areas, WMU can identify specific emerging areas in which to expand teaching, research, and the delivery of professional and executive development programs and conferences and seminars. Potential topics include new and changing shipping routes, climate change and its impacts on the maritime industry, ship energy efficiency and renewable energy, maritime governance and corporate social responsibility, maritime labor issues, e-navigation, hydrography and oceanography, marine environment issues, dangerous goods management, ballast water systems, invasive marine species, anti-fouling, recycling, maritime piracy, and others. WMU also aims to offer an Executive MBA in Shipping and Logistics program by 2015 in partnership with at least one triple-accredited Business School.

A number of 3-week long Executive Development Courses are also being developed and offered, including teaching in multiple locations for maximum impact.

International Accreditation Notwithstanding the excellence of its curriculum and teaching, it is necessary to clarify WMU’s relationship with existing regional and national accreditation systems. At present, WMU’s academic degrees are recognized by various institutions, such as Lund University and Swansea University, and the Chinese maritime universities in Dalian and Shanghai. WMU is also recognized by the Chinese Ministry of Higher Education, as well as by a range of employers and ministries of transport.

Under the EU Bologna process, WMU’s status as a non-national institution has previously credited difficulties when graduates seek to have their degrees recognized. The NARICs (National Academic Recognition and Information Centers) of Bologna-signatory states has not been able to slot WMU into the overall system of reciprocal recognition of national

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WMU Strategic Vision Plan 2014 - 2018

universities. However, the Swedish Council for Higher Education (Universitets- och högskolerådet), the public agency responsible for the recognition of foreign qualifications in Sweden, as has as of 2013 listed WMU as one of the 40 recognized universities in Sweden http://www.iau-aiu.net/content/list-heis.

External Education Programs WMU offers degree programs in Dalian and Shanghai and by distance learning. The WMU Board of Governors has resolved that these programs be reviewed and evaluated, with a view to developing a model for increasing the number of such programs. WMU therefore intends to strengthen the current complement of faculty and staff, invest in IT to allow for distance delivery, and develop collaborative partnerships with institutions, both regionally and worldwide, to lay the foundations for future development that will respond to emerging needs, particularly in fast-growing economies.

Building on Existing Relationships WMU has created strong relationships with a number of collaborating universities to deliver joint programs: Shanghai Maritime University, Dalian Maritime University, US Coast Guard Academy, and Lund University. In addition, relationships with other universities have been expanded, including Dalhousie, Kobe, Paris, Chalmers, Del Pacifico, and Rijeka, which could be strengthened.

WMU is also building stronger links with its 3,477 graduates spread across 164 countries and territories worldwide. This important asset is currently under-utilized, and WMU intends to concentrate on building a powerful graduate network that can be used in a multitude of ways as part of a new development emphasis.

The new system of governance that came into force in January 2010 gives WMU opportunities to strengthen relationships with individual Governors, and seek more systematic engagement in lobbying and development on behalf of WMU by individual members of the reformed Board of Governors and of the Executive Board.

Research opportunities with other UN bodies, i.e. UNU, UNDP, UNEP, UNESCO-IOC, and ILO, have already been identified, and these could be extended to include staff members from these organizations as visiting professors or lecturers. WMU welcomed its first fellow under in the United Nations and The Nippon Foundation of Japan Fellowship Programme, administered by the Division for Ocean Affairs and the Law of the Sea (DOALOS) of the Office of Legal Affairs and the Department of Economic and Social Affairs (DESA). Within Sweden, WMU seeks to enhance its relationship with the newly established Transportation Board, as well as with the Swedish Maritime Administration and the Ministry of Infrastructure, Energy, and Communication. WMU’s existing relationship with the City of Malmö is being extended to other local institutions, such as Malmö Högskola, Lund University, and Chalmers University, and also extended across the Öresund region to several institutions in Denmark.

WMU also has a healthy relationship with many field study providers across Northern Europe and across Asia that could be further enhanced.

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WMU Strategic Vision Plan 2014 - 2018

Recruitment Since 2010, WMU has successfully achieved its recruitment priorities, recruiting the best faculty and professionals as a foundation for success in the next decades. The aim is for the next generation of faculty members to provide a blend of academic scholarship and research expertise in WMU’s core competencies and extend that mastery into emerging subject areas.

WMU strives for excellence and relevance and sustaining these high standards in a changing world with evolving demands will entail adaptation on the part of the university and a continuing learning policy and practice. The present age distribution at WMU is admirably flat, but WMU is determined to improve the faculty gender balance. Expanding the Ph.D. program has offered one vehicle for attracting qualified women to the University. WMU will also continue to seek geographic diversity to preserve WMU’s international character.

Faculty and Staff Development WMU’s most powerful assets are its faculty and staff members. WMU will ensure that all recruitment is transparent and results in the appointment of faculty with outstanding scholarship and research records demonstrated by relevant peer-reviewed publications.

Besides high-level teaching performance, research will also be prioritized in faculty workload assessments and annual performance evaluations, using indicators such as externally funded research projects, research income generated, number and impact of publications, and organization of international maritime conferences. WMU will give consideration, after the strength of the faculty has stabilized, to introduce specific periods free of teaching and administrative responsibilities to facilitate research projects. WMU is also exploring the possibility of exchanging faculty members with partner institutions for set periods. This is currently done under a MoU with the US Coast Guard Academy. To increase success in securing project funding, WMU will seek budgetary support for equipment and technical support for research, in bidding for research contracts, and for faculty to establish a global research presence through participation in high quality research networks/groups and in project participation, publications of peer-reviewed journal articles, and scholarly books.

Investment WMU continues to invest in internal staff development and in the extension and modernization of the technical infrastructure for education and research. WMU needs modernized audiovisual technology and video conferencing (for distance learning and to reduce travel costs); expanded modern (online) library holdings and online databases; and in the next five years, access to full-mission simulator facilities for both teaching and research.

These investments within planned and approved budgets will allow WMU to take full advantage of its core competences, and bid successfully for high-value major research projects.

Action Plan Certain measures will enable WMU to build and develop core competences:  Strengthen the day-to-day links between WMU faculty, IMO staff, and delegates of particular maritime administrations to enable adaptation to emerging trends

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WMU Strategic Vision Plan 2014 - 2018

 Establish a Human Resource Management plan to define WMU’s competency needs and strengths and encourage continuous self-development  Establish staff development programs to encourage and promote faculty members to embrace excellence  Recruit and retain faculty members with excellent academic credentials and proven research competencies as well as experienced maritime practitioners  Develop a line of Executive courses and programs to appeal to the private sector  Ensure that the WMU Quality Assurance system is implemented across the board and owned by all faculty and staff  Ensure that WMU’s remuneration package is attractive as we move professional employment conditions towards the common UN employment system  Ensure WMU policies are codified and documentation is in line with Bologna standards 6. Strategic Priority 2 - Strengthening Research Capability Importance of Research Research is essential for WMU to achieve its vision. WMU is currently expanding the competencies of its faculty and increasing its Ph.D. student intake. The strengthening of the research capability is closely linked with the growth of the Ph.D. program, with 9 graduates and 17 students enrolled as of September 2013. Furthermore, WMU has certain special advantages, most particularly its relationship with IMO, which offer unique opportunities that should be developed. WMU is perfectly placed to identify emerging issues that will become pressing priorities for the maritime community in the years ahead, and to carry out research that will influence developments in the industry, to help to form IMO’s agenda, and to lead the way to new methods of modern management.

WMU is already positioned to become the international authority in areas such as MET, ballast water, and ship energy efficiency, and to develop global databases of information that would establish WMU as an apex maritime university with both solid education and research expertise. WMU’s international nature also positions it well for interdisciplinary and comparative research and research collaboration, on current and relevant topics such as maritime governance and corporate social responsibility, maritime security and piracy, enavigation, maritime risk assessment, ballast water systems and invasive species, Arctic shipping, and impact of climate change on the maritime transport sector.

Increasing International Recognition WMU is known as an education provider rather than as a research institution. International recognition of WMU depends not only on teaching excellence and relevance to maritime administrations, but also on the impact of research and the involvement of faculty members in collaborative research projects, international workshops and conferences, and scholarly publications. It is important that faculty members publish regularly in peer-reviewed journals, author books, organize regular conferences, and participate or lead high profile seminars and public events in key areas of WMU’s research agenda. WMU will continue the publication of the WMU Journal of Maritime Affairs that, since 2011, has been marketed by

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Springer verlag, a highly regarded commercial publisher, to achieve better marketing and higher institutional visibility. WMU will strengthen its emphasis on maritime research, maritime quality assurance, and ensure that WMU’s expertise is recognized widely. A new WMU Book Series was initiated in 2012 under a contract with Springer verlag to publish two books per year, to facilitate faculty knowledge dissemination to the broader global maritime sector.

Research Networking Research networking is an essential tool in achieving recognition and keeping the research agenda up to date. It is important for faculty to strengthen links to IMO through regular attendance at and contributions to relevant IMO meetings and conferences. Faculty will be encouraged to identify strong strategic partners both inside the UN system (e.g. UNEP, ILO) and outside it (e.g. the International Hydrographic Organization, the Intergovernmental Oceanographic Commission), and with other universities. The university is exploring the possibilities of working with WMU graduates, visiting professors, and field study contacts, to create relevant research agendas via research networks/groups with industrial links. WMU also continues to extend its leadership role in international organizations such as IAMU, IMLA, IMarEST, and others.

Effective External Dissemination of Research WMU will invest in making its research activities more visible, to strengthen the WMU brand.

This will include the dissemination of research activities and results on WMU’s dynamic web site (www.wmu.se), in addition to peer-reviewed journal publications and books and organization of regular maritime research conferences. There has been increased and systematic focus on the branding and marketing of WMU academic research outcomes as a means of raising the WMU profile locally, regionally, and globally. WMU also recognizes that the impact of research activities at WMU is closely linked to the growth of the Ph.D. program and success in funding Research Associates (with Ph.D.s) and Research Assistants (Ph.D. students) through external research projects.

Action Plan WMU believes that the following measures will enable the university to build and develop research strength to:  Establish WMU as the international authority in diverse areas, from ballast water and greenhouse gas emissions to MET, and to develop global databases of information  Engage more actively in seeking external research and project funding  Grow WMU’s research capacity by increasing the number of externally funded Ph.D. students and involving M.Sc. students in research activities  Expect faculty members to publish in peer-reviewed professional journals regularly and profile their publications online  Organize conferences, PDCs, and high profile seminars annually to emphasize relevant maritime research topics and grow WMU’s research credibility and recognition

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 Publish books with leading academic publishers  Strengthen the commitment to research and keep the research agenda under continuous review  Find strong strategic research partners both inside and outside IMO and the UN system  Account for research in faculty workload assessments and annual performance evaluations

Figure 4: Chancellor Sekimizu at the 2012 Graduation

7. Strategic Priority 3 – Securing Institutional Sustainability Current State of Play WMU was originally established as an externally funded institution, which remains the case today. Although WMU is an extension of IMO, a United Nations specialized agency, it is not funded directly by any IMO member state apart from Sweden, the host country, which provides approximately a third of its annual operating budget. Thus, WMU continues to rely on voluntary contributions for the funding of more than 70% of its budget. The Nippon Foundation of Japan has been a generous donor since the early 1990s. Fortunately, WMU also receives significant support in the form of fellowships provided by key donors, notably Japan´s Ocean Policy Research Foundation. In recent years, four European core supporters have withdrawn their financial contributions, leading to a difficult-to-fill shortfall in WMU’s budget. Fortunately, WMU has been successful in attracting other government and company-funded students to the core M.Sc. program, and expanding PDCs, conference offerings, and the research portfolio, resulting in the rebuilding of the operating reserves.

Nevertheless, future financial sustainability remains a key strategic objective for the university.

Developing a New Funding Model WMU is in the process of developing a new funding model in which there is a better balance between voluntary contributions from external donors and income from governmental and industry sponsored students. However, the nature of WMU´s pool of potential students combined with WMU´s global mandate means that many students from lesser developed countries will necessarily continue to rely on externally funded fellowships. As a result,

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WMU needs to continue to target a range of new donors prepared to fund fellowships and professorships. Furthermore, in order to lessen dependency on any single donor, the focus will be on securing a larger number of core donors, each supporting a relatively small number of students. In this process, WMU will actively seek funding from the private sector.

In addition to fellowships, WMU will solicit other forms of support from public and private donors, specifically named professorships and endowments.

WMU is also working with the IMO Secretariat in exploring ways in which WMU could receive a sustainable funding stream from IMO, in particular the establishment of a WMU Endowment Fund under the leadership of the IMO Secretary General. This initiative requires further integration with IMO and its objectives and budgetary mechanism, allowing for increased direct contributions from IMO member states and industry. Currently, the contribution from the IMO is limited to the equivalent of some €200,000+ annually from the Trading Fund via the Technical Cooperation Division.

A Viable Business Plan WMU’s operations since 2012 have been underpinned by a business plan that charts out a path towards long-term sustainability. WMU is not a business per se and does not seek to make a profit. The spirit of WMU’s mandate and charter dictates that it should not concentrate on students with the ability to pay fees. Indeed, the need for maritime capacity building is greatest in countries with limited financial resources. The development of a cohesive business plan for WMU is therefore necessarily hampered by uncertainty on the revenue side and requires a further restructuring of its academic offerings. WMU recognizes that it has not until recently been proactive in courting new potential donors. An intensive effort has started to bring in new donors. As revenue streams materialize, WMU will focus on ensuring that the business plan will sustain WMU for the long-term and discipline the management of its business lines (units).

WMU will continue its policy of raising revenue, containing costs, and improving the quality and efficiency of its products and services. The existing model of a relatively slim core organization supported by a large number of visiting professors will continue, although WMU will also seek to partner with other institutions in a bid to reduce the cost associated with visiting professors.

Branding and Communication Despite its prestige within the maritime industry, WMU remains a little-known institution in the eyes of the general public. The University recognizes the need to raise its profile especially with a view to create the public resonance required by potential donors. In 2012 WMU recruited a Communications Officer to direct its marketing and publicizing of WMU’s programs and activities to as large an audience as possible, including efforts to ensure WMU receives increased global exposure via a dynamically managed web site (www.wmu.se), annual high-profile conferences, and publications. In particular, the President and senior faculty members will volunteer for speaking and publication opportunities at leading industry conferences, TV news interviews, and industry publications.

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Action Plan The following measures are intended to secure WMU´s long-term future:  Increase the number of contributions and donors in the public and private sectors  Work with the IMO Secretariat to seek means of sustainable funding from member states, including the establishment of a WMU Endowment Fund  Continue to strengthen its business plan, promote the university through its web portal, enhance its IT technology and internal ERP system, and optimize the operations of the university, including numbers of professors, researchers, and students  Continue to formalize existing informal and collaborative links with universities worldwide  Continue to build a more powerful alumni and donor network  Strengthen relationships with stakeholders by fully exploiting the new system of governance  Enhance relationships with institutions and field study providers in the region and internationally to improve the attractiveness of the Malmö-based M.Sc. and Ph.D. programs  Lay the foundations for extending the outreach M.Sc. programs by establishing new partner relationships  Develop new Professional Development Courses and Executive Development Courses and a flexible Executive MBA in Shipping.

Figure 5: Students at WMU Graduation 2012

8. Strategic Priority 4 - Planning for Growth Growth of Core Activities Within the fields of WMU’s core competences, activities through 2017 will include an expanded, more visible research program, restructuring and enhancing the oversight and

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quality of the Ph.D. and M.Sc. programs in Malmö and elsewhere, as well as research projects and other services to the maritime industry including PDCs, seminars, and conferences. Two new WMU course-setting plans, referred to as the WMU Professional Development Course Framework 2012-15 and the WMU Research, Consultancy and Doctoral Plan 2012-2015 were developed and approved by the Executive Board and the Board of Governors in 2012. Cautious planned and budgeted growth remains essential in all of the above activities. New programs must be made attractive and self-funded. WMU still needs to grow to reach a critical mass, raise its global profile, increase its prestige, and successfully contributes to IMO’s mission of professionalizing the maritime sector.

There is increasing competition in the field of maritime education and research, with an increasing number of institutions offering M.Sc., MBA, and Ph.D. programs and strengthening their institutions by improving infrastructure. To meet WMU’s goals, efforts must continue to re-shape core products and implement marketing far more effectively in order to make WMU more attractive in the global education market place, using established strengths such as links to IMO and the Asian shipping market. Thus, WMU is in the process of developing a new Executive MBA program in shipping in partnership with at least one tripleaccredited business school.

The Physical Environment Growth assumptions require a commensurate increase in physical facilities, including a new university facility that is currently under construction and will provide space for expansion.

The City of Malmö is generously providing the new WMU facilities with an anticipated completion by late 2014. The new facilities will incorporate the newly introduced cloudbased ERP system, an expanded maritime library with access to archives and on-line databases, an integrated research center, a ship accident simulation research laboratory (donated by TK Foundation and Rheinmetall Defence AG) commensurate with the vision to expand the research focus, and a suitable conference facility.

Teaching equipment will also be modernized to include items such as audiovisual technology, video conferencing to reduce travel costs and reach a larger audience, an advanced library with IT facilities and online access to databases, computer-based simulation programs, and access to a full-mission simulator facility. Such equipment is necessary for both education and research activities. Furthermore, WMU library resources will need to be expanded, enhanced, and modernized through online service/access. In this context, the WMU Library Plan 2013-2017 has just been completed.

Human Resources To meet the demands and vision for WMU, WMU will increase the number of faculty and staff and with the approval by the Executive Board/Board of Governors, as required to meet the work load in response to the anticipated rise in the number of student intake to 140 annually but, equally importantly, to ensure that there is a critical mass to maintain a high student/faculty ratio, presently 6:1, and be able to cover faculty who are ill or on academic leave. In response to the growth of the M.Sc. and Ph.D. programs and research activities, WMU plans to increase the number of externally funded research associates and research

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assistants. In hiring, the aim will be to keep an equitable distribution in terms of expertise, age, gender, and geographic origin, as well as encouraging continuous professional development. It is anticipated that much of this expansion will be funded from external sources such as research projects, endowed chairs, and secondments. Efforts are being made to secure donations for the funding of Endowed Professorial Chairs to assist with the growth in number of faculty. Growth might also require increasing non-academic staff in core areas, with particular expansion in research project areas, IT, communications, and development. Again, new positions would need Executive Board/Board of Governors approvals.

Ph.D. Students It is essential that the number of Ph.D. students expand to support the emphasis on research.

Although some Ph.D. students will be company or self-funded, it is essential that major research projects are secured with Ph.D. students included, and funded, as Research Assistants on projects. This may necessitate investment in equipment to enable the university to bid for bigger projects. Project-funded Ph.D. students/Research Assistants are offered stipends only for the period of a project’s duration.

The category of Teaching Assistant may also be introduced, which would entail Ph.D. students spending a portion of their time assisting with seminars, lectures, assessments and workshop preparation. The identification of suitable Ph.D. candidates requires proactive marketing linked to the development of research networks around the globe and success in research funding. The number of Ph.D. students enrolled has risen to 17 (September 2013), with an overall, dramatic increase in inquiries and steady growth in applicants that is expected to continue over the next two years.

M.Sc. Students To reach the annual target intake of 140 students to the MalmÜ M.Sc. program as soon as possible, WMU must maximize the appeal of the program in the market place and extend its existing customer base. The intake has expanded from 75 in 2009, to 126 in 2013, and further growth is possible. WMU will continue to seek new fellowship donors to support candidates from the least-developed countries, and ensure WMU’s capacity-building mission is fulfilled. The WMU product will also be restructured to emphasize its appeal to new customer bases and expand the master program specializations in both the maritime and environmental fields. Qualified applicants should have the option of completing the program in a shorter period, ideally one year, and the plan is to set in place the mechanisms to deliver the first semester by distance learning. WMU will also take steps to develop other services essential to attract self-funded applicants from the private sector, such as a careers service, and continue discussions with particular companies about offering made-to-measure versions of the program in partnership. The current policy of maintaining an equitable student distribution in terms of gender and geographic origin will continue. For students enrolled in the outreach programs in China and elsewhere, the challenge will be to continue to attract students who are funded by employers or self-funded.

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WMU Strategic Vision Plan 2014 - 2018

Professional Development Courses and Distance Education WMU will continue to deliver Executive and Professional Development Courses (EPDCs) both on the Malmö campus and at other locations to provide mid-career updating for maritime professionals. Such courses are believed to be particularly attractive to the private maritime sector. A new WMU Professional Development Course Framework for 2012-2015 was approved by the Executive Board and endorsed by the Board of Governors resulting in a major effort to introduce new PDCs in an organized and structured plan, providing cutting edge knowledge that responds to changes in the regulatory and business environment. In subject areas where there is an identified need for professional updating, but which cannot be covered in a few days, WMU is seeking to develop more comprehensive courses with reputable partner institutions to be delivered by distance education. This includes the ongoing development of an International Executive MBA Program in Shipping and Logistics.

WMU is utilizing improved IT marketing strategies across the board.

Action Plan The following measures are expected to be the main components of growth:  Continue to encourage the faculty to engage actively in research and scholarly activities with the support of Ph.D. students who are recruited and funded as part of sponsored/funded research activities  Transit to the new university facility and strengthen infrastructure by late 2014, including enhanced library and IT technologies  Successively increase the annual intake of M.Sc. students in Malmö from the current 100 to 140 in the next two years, and at the same time attempt a further shortening of the M.Sc. programs while increasing the variety of offerings  Potential increase in faculty and professional staff as approved by the Executive Board/Board of Governors, and the hiring of associate faculty and research associates to participate in externally funded research and WMU’s academic and professional outreach activities (i.e. PDCs, conferences, and seminars).

Figure 6: The Historic Tornhuset building, WMU’s new home in 2014

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WMU Strategic Vision Plan 2014 - 2018

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WMU Strategic Vision Plan 2014 - 2018

World Maritime University Citadellsvägen 29 SE-20124 MalmÜ Sweden +46-40-356300 www.wmu.se info@wmu.se

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