Program Review Update Addendum

Program Review Update 2013-14 Business/Hospitality Management (Report Due: October 15, 2014)

Program Description (source: Faculty) Hospitality management is the study of different aspects of management and leadership as they relate to the hospitality industry. Included in the hospitality industry are such sectors as hotels, restaurant, travel services, gaming and entertainment, recreation, managed services, and special events. As one of the preeminent tourist destinations in the country, all aspects of the hospitality industry are represented in the Coachella Valley, with the hotel, restaurant and gaming industry contributing significantly to the economy of the area. The AA Degree in Hospitality Management will enable students to transfer to universities, including California State Polytechnic University Pomona where a transfer agreement is in place. Transfer requirements at other 4-year institutions may vary so students should consult with a counselor for specific information regarding the transfer requirements for their preferred college or university.

More immediate employment opportunities are also available through this degree without additional higher education preparation. These would include many entry-level and some mid-level management positions in any number of the hospitality sectors. Careers and disciplines that generally [but not always] require higher level degrees include general managers, club managers, chefs, and directors of various operational areas in the hospitality sector such as human resources, finances, and operations. Even students who choose not to major in hospitality management find that course work in the field can improve their ability to think critically and solve complex problems, be more aware of their personal abilities/skills, and simply manage in general more effectively.

COD hospitality management curriculum includes course offerings that provide a general overview of the hospitality sector as well as course offerings in hospitality operations, cooking, finance and law.

College level skill in English is prerequisite for many of these hospitality management courses.

Students Served (source: Faculty)

1 Program Review Update 2014  Experience-wise, students range from those with no experience in hospitality and only a vague interest in the hospitality field to those with substantial experience and desiring to achieve a higher level position within the industry [and everything in-between].  Age-wise, there is what would probably be considered to be the normal distribution with the bulk of the students in the traditional low 20’s range but with 25% or more being in the nontraditional age group [above 25 years]  Expectation-wise, the range, as would be expected, goes from basic curiosity to desire for an entry level position to mid-level management positions.  On the basis of information collected this past academic year, a full two thirds of the students in the program expressed a strong interest to remain in the Valley, and to not pursue a higher degree in the near future.

Discipline/Program Learning Outcomes (source: Curriculum Specialist) Upon completing a certificate or associates degree, students in the CTE PROGRAM will be able to:  Transfer to a higher level learning institution.  Fulfill the requirements for an entry- level position in their field.  Apply critical thinking skills to execute daily duties in their area of employment.  Apply critical thinking skills to research, evaluate, analyze and synthesize information.  Exhibit effective written, oral communication and interpersonal skills.

Course Level Assessment Completed (source: Faculty & OAC Coordinator) (See Appendix G of Academic PR) CYCLE 1 ANALYZE, REPORT COORDINATE and COMMENTS ASSESSMENT & DISCUSS IMPLEMENT (Steps 1 – 3) (Steps 4 & 5) CHANGES COURSES: (Step 6) BUHM-050 14/FA BUHM-063 14/FA BUHM-064 Deactivated

2 Program Review Update 2014 Changes Implemented as a Result of the Assessments (source: Faculty utilizing OASR form) This program [the individual courses] has not formally begun the Cycle 1, Steps 4 and 5 at this time. Informally, BUHM 50 at least, has a substantial amount of summative evaluation data collected after each semester. This data is analyzed each semester and the results are used to make changes, as appropriate, in the curriculum for the following semester.

Program Requirements from outside agencies (source: Faculty working with Dean) Preliminary feedback from the Advisory Committee members and individuals in the industry at large suggests that there are two main areas for improvement. The first area has to do with increasing the work experience for those students who have little or no prior work experience in the hospitality field. It is thought that there are enough differences between the hospitality field and other career fields that specific hospitality experience would help the new employee to acclimate more quickly and effectively. The second area of “requirements” is in the area that is often called the “soft skills” areas. This would include things like personal, interpersonal, and group management skills. These concerns have been addresses as follows: 1. Two new Hospitality Programs have been forwarded to the college’s Curriculum Committee, a Certificate Program and an AS in Hospitality Management for Employment Preparation, both with an added dimension of a required work experience. 2. The BUHM 50 course workbook has been significantly modified to reflect a soft skills component that is characterized by a nationally normed, professionally analyzed, self- administered pre-test. A follow-up post assessment covering the same material is also required.

3 Program Review Update 2014 Student Success Data (source: Office of Institutional Research) Courses: BUHM 2010_11 2011_12 2012_13 2013_14 Student Success Rate: 71.6% 69.2% 62.9% 60.8% Retention Rate: 89.4% 88.4% 82.3% 86.4% Note: Success rate is the percent of students who earned a grade of A, B, C, or Cr/P in course out of total enrolled in course at census. Retention rate is the percent of students retained in course until the end of the term out of total enrolled in course at census.

Narrative Interpretation (source: Faculty)

4 Program Review Update 2014 While student success and retention rates show no discernable pattern for the last several years, the rates appear to be well within the College’s overall experience with such factors, especially for CTE courses. The FTES growth rate is a hopeful sign of improved programming and instruction but it may also be a sign of times-high unemployment is driving more students back into the classroom.

Resources: Staffing (source: Research Office)

FT Faculty by Load: 2010_11 2011_12 2012_13 2013_14 Faculty Last Name 10/FA 11/SP 11/FA 12/SP 12/FA 13/SP 14/SP George 20 20 20 20 20 20 20

2010_11 2011_12 2012_13 2013_14 Staffing Resources 10/FA 11/SP 11/FA 12/SP 12/FA 13/SP 13/FA 14/SP PT Headcount 0 1 0 1 0 1 0 1 FTEFac FT 0.20 0.20 0.20 0.20 0.20 0.20 0.20 FTEFac PT 0.20 0.20 0.20 0.20 0.20 Total FTEFac FT and PT 0.20 0.40 0.20 0.40 0.20 0.40 0.20 0.40 % PT/FTEFac Total 0.0% 50.0% 0.0% 50.0% 0.0% 50.0% 100.0% 50.0% FTEFac OL

Narrative Interpretation (source: Faculty) Increasing numbers of students, along with an evolving curriculum and a growing local Hospitality Industry, may soon call for more instructional expertise in the Hospitality curriculum. Currently this is being handled by the extensive use of guest lecturers. The lone “part-time” fulltime faculty member has requested a sabbatical leave to help in this regard. The steadily rising FTES rate, along with the continual over-enrolment of the existing Hospitality courses suggests that more sections of both BUHM 50 and 63 would be justified in the future, as would a review of additional hospitality-specific courses and faculty.

Facilities (source: Faculty) 1) List of all facilities (Please indicate if any of these were added last year): All of the BUHM classes are currently held in the newly refurbished Business Classroom building, room # 3 to be specific

2) Assessment of adequacy of current facilities: This room is quite adequate for the purposes of the program as they currently exist.

Equipment and Supplies (source: Faculty) The assigned room continues to have minor problems with the media control system but nothing that hasn’t been addressed and fixed in a timely fashion.

5 Program Review Update 2014 Program Challenges (source: Faculty working with Dean)  The main challenge of the Hospitality Program is to ensure that the local industry trusts the quality of our graduates such that they actively seek out COD Hospitality graduates for job openings and promotions.  With the introduction of the two new programs, developing a more comprehensive advising approach will be required on the part of the hospitality faulty.  The two new program areas, once they have been approved and go online, will require additional emphasis, and possible resources to assist in the work experience aspects.  As the program grows, a dedicated classroom space for Hospitality related activities [e.g. technology center, front desk, hotel room etc.] would elevate our program beyond a traditional classroom venue and allow for realistic hospitality learning situations.  Growth of this program may be hindered by the limited offerings of CART 003 due to inadequate faculty and facilities in Culinary Arts. CART 3 is already impacted and students are often challenged to register for that course.

Report on completion of program objectives last year (objectives were specified on PRU two years ago) Other Program Accomplishments (source: Faculty)  The most significant program accomplishment this last year has been the submission of two new programs in the Hospitality area, the Hospitality Certificate of Completion and the AA in Hospitality for Employment Preparation.  The two major BUHM courses [BUHM 50 and 63] have been more closely integrated through improved interaction with a new adjunct professor.  The curriculum has been modified to become more interactive with the local Hospitality Industry. There now exists an increasing pool of qualified practitioners who guest lecture as appropriate.  A first draft of Hospitality Career Self-Assessment Program has been developed and will be field-tested during the Spring 2015 semester.

Current Program Objectives (taken from last year’s PRU) 1. Receive Regional and State approval for both the COD approved Certification and Associate of Arts degree for Employment Training. 2. Develop a self-directed Hospitality Service Assessment Model. 3. Prepare for an expanded work experience component by identifying at least 12 potential sites for internships. 4. Increase membership/relationship in appropriate local and national hospitality-related professional organizations. 5. Submit plans for a dedicated facility/space in which the core hospitality components can be housed.

Program Objectives for next year (source: Faculty, working with Dean as needed) 1. Implement the two new Hospitality Programs. 2. Market the new Hospitality Program to various elements of the Coachella Valley Hospitality Industry. 3. Starting in Fall 2015, establish a formal work experience/intern program for Hospitality Management majors. 4. Implement, assess, and modify as appropriate the Hospitality Career Self-Assessment Program.

6 Program Review Update 2014 7 Program Review Update 2014 PROGRAM REVIEW UPDATE ADDENDUM

Program Name: __Hospitality Management_

1. Staff Needs

NEW OR REPLACEMENT STAFF (Administrator, Faculty or Classified) 1 Indicate List Staff Positions Needed for the upcoming Academic Year. New (N) or Annual Please justify and explain each faculty request based on rubric Replaceme TCP* criteria for your college. Place titles on list in order (rank) or importance. nt (R)

1.Adjunct faculty to teach increasing sections of BUHM 50 and 63. N Reason: To the extent that the Hospitality Management Program expansion is 5,500 for successful, additional sections of these two course may have to be offered. 1 year 2. Adjunct faculty to assist with the new work-experience/internship N 2750 for requirement in all Hospitality Management programs, starting with the the year Fall 2015 semester.

Reason: This would cover the workload that the current faculty member and the Work Experience Office could not handle.

3. Reason: 4. Reason: 5. Reason: 6. Reason:

* TCP = “Total Cost of Position” for one year is the cost of an average salary plus benefits for an individual. New positions (not replacement positions) also require space and equipment. Please speak with your college Business Officer to obtain accurate cost estimates. Please be sure to add related office space, equipment and other needs for new positions to the appropriate form and mention the link to the position. Please complete this form for “New” Classified Staff only. All replacement staff must be filled per Article I, Section C of the California School Employees Association (CSEA) contract.

1 If your SLO assessment results make clear that particular resources are needed to more effectively serve students please be sure to note that in the “reason” section of this form.

8 Program Review Update 2014 Program Name: __Hospitality Management______

3. Equipment (excluding technology) Needs Not Covered by Current Budget 2

*Indicate Annual TCO** List Equipment or Equipment Repair Needed for the whether Equipment upcoming academic year. Please list/summarize the needs is for Instructional of your unit on your college below. Please be as specific Cost Number Total (I) or Non- and as brief as possible. Place items on list in order (rank) or per Requeste Cost of Instructional item d Request importance. purposes (N) 1. N/A at this time Reason:

2. Reason:

* Instructional Equipment is defined as equipment purchased for instructional activities involving presentation and/or hands-on experience to enhance student learning and skills development (i.e. desk for student or faculty use). Non-Instructional Equipment is defined as tangible district property of a more or less permanent nature that cannot be easily lost, stolen or destroyed; but which replaces, modernizes, or expands an existing instructional program. Furniture and computer software, which is an integral and necessary component for the use of other specific instructional equipment, may be included (i.e. desk for office staff).

** TCO = “Total Cost of Ownership” for one year is the cost of an average cost for one year. Please speak with your college Business Officer to obtain accurate cost estimates. Please be sure to check with your department chair to clarify what you current budget allotment are. If equipment needs are linked to a position please be sure to mention that linkage.

9 Program Review Update 2014 Program Name: _Hospitality Management______

4. Technology (Computers and equipment attached to them) ++ Needs Not Covered by Current Budget: 3

NOTE: Technology: excludes software, network infrastructure, furniture, and consumables (toner, cartridges, etc)

Annual TCO* New (N) How Has it Program: Location Is there or many been EQUIPMENT New (N) or (i.e Office, existing Replace users repaired Cost Number Total Cost Priority Continuin Classroom Infrastru REQUESTED -ment served frequently per Request of g (C) , etc.) c-ture? (R) ? ? item ed Request 1. Usage / N/A at this time Justification 2. Usage / Justification 3. Usage / Justification 4. Usage / Justification 5. Usage / Justification

* TCO = “Total Cost of Ownership” for one year is the cost of an average cost for one year. Please speak with your college Business Officer to obtain accurate cost estimates. Please be sure to check with your department chair to clarify what you current budget allotment are. If equipment needs are linked to a position please be sure to mention that linkage. Please speak with your Microsupport Computer Supervisor to obtain accurate cost estimates.

++ Technology is a computer, equipment that attaches to a computer, or equipment that is driven by a computer.

Remember to keep in mind your college’s prioritization rubrics when justifying your request.

3 If your SLO assessment results make clear that particular resources are needed to more effectively serve students please be sure to note that in the “justification” section of this form.

10 Program Review Update 2014 Program Name: ___Hospitality Management______

5. Facilities Needs Not Covered by Current Building or Remodeling Projects*4

Annual TCO* List Facility Needs for the upcoming academic year. (Remodels, Renovations or added new facilities) Total Cost of Place items on list in order (rank) or importance. Request

1. N/A at this time Reason:

2. Reason: 3. Reason: 4. Reason: 5. Reason: 6. Reason:

* Please contact your college VP of Business or your Director of Facilities, Operations and Maintenance to obtain an accurate cost estimate and to learn if the facilities you need are already in the planning stages.

6. Professional or Organizational Development Needs Not Covered by Current Budget*5

List Professional Development Needs for the upcoming Annual TCO* academic year. Reasons might include in response to assessment findings or the need to update skills to comply with state, federal, professional organization requirements or the need to update skills/competencies. Please be as specific and as brief as possible. Cost Number Total Some items may not have a cost per se, but reflect the need to spend per Requeste Cost of current staff time differently. Place items on list in order (rank) or item d Request importance.

1. Nothing beyond current resources Reason:

2. Reason:

*It is recommended that you speak with Human Resources or the Management Association to see if your request can be met with current budget.

12 Program Review Update 2014 Program Name: __Hospitality Management ______

7. Student Support Services (see definition below**) Services needed by your Program over and above what is currently provided by student services at your college. These needs will be communicated to Student Services at your college 6

List Student Support Services Needs for the upcoming academic year. Please list/summarize the needs of your unit on your college below. Please be as specific and as brief as possible. Not all needs will have a cost, but may require a reallocation of current staff time.

1. N/A at this time Reason: 2. Reason: 3. Reason: 4. Reason: 5. Reason: 6. Reason:

**Student Support Services include for example: tutoring, counseling, international students, EOPS, job placement, admissions and records, student assessment (placement), health services, student activities, college safety and police, food services, student financial aid, and matriculation.

8. Library Needs Not Covered by Current Library Holdings 7 Needed by the Program over and above what is currently provided. These needs will be communicated to the Library

List Library Needs for the upcoming academic year. Please list/summarize the needs of your unit on your college below. Please be as specific and as brief as possible. Place items on list in order (rank) or importance. 1. Increase Library Holdings primarily through the purchase of two primary databases

Reason Our current library holdings are very inadequate, to say the least. The list that I am developing includes a collection of books [mainly career focused], journals from each of the major hospitality sectors in out Valley and electronic data sources. My current list includes over 40 entries although we will eventually be able to decrease this list to no more than 15, at least initially. My goal is to eventually have a minimum collection for each of the sectors. Here is a preliminary/sample list: Lodging Conrad Magazine [Ashville Media Group] Modern Hotel [ISSN: 1785-9174] Trends in the Hotel Industry [ISSN: 02776-5357] Lodging [official magazine of the American Hotel and Lodging Association [ISSN; 1078-5795] Restaurants Nation’s Restaurant News Restaurant News Travel Travel Weekly Business Travel News

Luckily, most of these titles, and many more can be accessed through the EBSCO database Hospitality and Tourism Complete

Another resource is Cornell University’s LiBGuides which includes material on about 20 subsets of hospitality and related industries including assisted living, club management, cookery, food service, lodging, spa, travel and tourism industries.

[Costs of these services are forthcoming]

3. Reason: 4. Reason:

14 Program Review Update 2014 5. Reason: 6. Reason:

8. Learning Support Center Services Not Covered by Current budget *.

List Learning Support Center Services Needs Total Cost of Requests If your unit is responsible for running a learning support center If the cost is the responsibility of an such as the Writing and Reading Center, the Math Learning administrative unit you do not need to list it here. Center, Computer lab or similar learning support center please Ongoing address those needs here. These do not include laboratory Cost per Number Total (O) or components that are required of a course. Place items on list item Requeste Cost one-time in order (rank) or importance. d (OT) cost

1. N/A at this time Reason:

2. Reason:

3. Reason: 4. Reason: 5. Reason:

*It is recommended that you speak with your college IMC and/or Lab Coordinators to see if your request can be met within the current budget and to get an estimated cost if new funding is needed.

9. OTHER NEEDS not covered by current budget 8

Annual TCO* List Other Needs that do not fit elsewhere. Please be as specific and as brief as possible. Not all needs will have a cost, but Cost Total Cost may require a reallocation of current staff time. Place items on list in order (rank) Number per of or importance. Requeste item Request d 1. National Restaurant Association Faculty Membership 1 Reason: Key industry association with extensive industry data, reports, 118.75 118.75 contacts and education resources available at a discount to members 2. American Hotel and Lodging Association Faculty Membership 1 250 Reason: Key industry association with extensive industry data, reports, 250 contacts and education resources available at a discount to members 3. Reason: 4. Reason: 5. Reason: 6. Reason:

Completed by: David A. George Date: October 15, 2014

17 Program Review Update 2014