2008 HCCS Annual Progress Report by yaohongm

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									                                2008 HCCS
                           Annual Progress Report

______________________________________________________________________

Workforce Program: HOSPITALITY & CULINARY ARTS PROGRAMS                          _

Discipline or Program Chair: KAY KING; Assistant Chair: Ezat Moradi_______       ___

Every Academic Discipline and Workforce Program is asked to complete and submit to
the Office of the Vice Chancellor for Educational Development an Annual Progress
Report as part of the Program Review process. The Annual Progress Reports will be
due via e-mail to charles.hebert@hccs.edu each year by February 15. The respective
Deans’ Councils will utilize the reports in making budgetary and planning requests for
the following academic year.

Please address in a narrative format how the results from Program Review have been
or will be utilized in each of the following component areas for program improvement as
applicable. Be specific in terms of use of data used and dates of implementation. Use
additional pages as necessary. Address any questions you may have to Charles
Hebert, 713-718-5035 or Lawrence Markey, 713-718-5045 or e-mail as above.

Note: In January, 2008, Kay King was named Division Chair over Culinary Arts, Pastry
Arts, Hotel and Restaurant Management and Travel and Tourism. Former Hospitality
and Culinary Arts Department Chair Ezat Moradi became Assistant Chair of the
Hospitality Programs (Hotel and Restaurant Management and Travel and Tourism).
Chef Nicholas Boland became Assistant Chair of Culinary Arts and Chef Eddy Van
Damme became Assistant Chair of Pastry Arts. This report had already been prepared
by Ezat Moradi when the supervisory change was made. With a few modifications, it is
being sent as the report for the 2007 calendar year.

1. Curriculum/Core Curriculum
a. How does the curriculum align/articulate with area secondary schools and
universities, other community colleges?

The Hospitality and Culinary Arts programs articulate with University of Houston Hilton
College, Houston Independent School District (Austin High School) and Spring Branch
ISD.

b. How does the curriculum align/articulate with other community colleges?

All three programs are aligned with other two-year colleges in the state of
Texas through the WECM.

c. How does curriculum align/articulate with professional guidelines or
standards?
The professional guidelines for business and industry needs are being met by following
the National Restaurant Association, the American Hotel and Motel Association and the
Continental Airlines System One Amadeus professional guidelines and through input
from the advisory committee.

d. How does the curriculum align/articulate with business and industry needs?

The curriculum is discussed twice a year with the advisory committee. THECB statistics
and the follow up records indicate that the Hospitality Service Management and
Culinary Arts programs had 90% placement in the past three years. This high
placement rate is a good indication that we are on target.

e. How are textbook and instructional materials selected and evaluated?

Textbooks and instructional materials are selected by the faculty and assistant chair. At
the CHRIE Conference and during NRA and TRA shows we meet with publishers and
request desk copies of new textbook for review and adoption. We also consult with the
faculty at the University of Houston Hilton College for the courses that we are
articulating.

f. How does the program incorporate and ensure the teaching of core
competencies, exemplary educational objectives, or SCANS skills?

Goals and educational objectives, and the required competencies as well as SCANS
competencies are well defined in the syllabus for every course taught in both the
Hospitality Services and Culinary/Pastry Arts programs.

g. What other evaluation techniques and results have been used for
improvement?

The results from SEOI, the regular classroom students surveys, students and
employers’ satisfaction surveys and the input from our coop employers are the sources
that we use for our program improvement.

2. Instruction
a. How have the students’ evaluation of instruction (SEOI) and the other means
been used to improve instruction?

The assistant chair reviews (SEOI) results with the faculty members during their
performance appraisals. Our goal is to meet and exceed the college mean for overall
evaluation. The students’ evaluation of instruction, student surveys, and the
supervisor’s evaluation of coop students’ performances are the ways that we are
checking for the effectiveness and relevance in our instruction.

b. How does the program insure appropriate and effective methods of
instruction?

Each course in the Hospitality Services and Culinary Arts programs has a WECM
course description, well-defined course objectives, and SCANS course competencies
all contained in the course syllabus. The development of course objectives is based on
the WECM course learning outcomes. The course outline includes a calendar that
informs students of day-to-day activities (lectures, assignments, due dates and exam
dates). To insure quality and consistency each instructor uses the same format.

The methods of instruction are the lecture format, discussion sessions, question and
answer sessions, demonstrations, and hands on practice sessions. Most lecture
sessions are enhanced by the use of audiovisual and supplemental handouts. Students
demonstrate mastering their learning by skills assessment, quizzes, writing
assignments, oral presentations, group projects and a comprehensive final exam.

c. How have results from evaluation of alternative modes of instructional
delivery, including dual credit and distance education, been used to improve
instruction?

We are offering a Travel and Tourism course in Spring Branch ISD and a Hotel/
Restaurant Management course in Houston ISD (Austin High School).
Our hybrid Travel Geography distance education and the dual credit course are added
and new modes of instructions within the clusters.

3. Student Success
a. How does the program manage the enrollment?

All faculty members and the assistant chair are continuously advising students
throughout the semester. Every semester, a list of potential Culinary Arts students is
prepared and they are invited to come in groups to get pre-registration packages and
any other related registration assistance. All incoming students in the Culinary and
Pastry Arts programs are being interviewed and registered. Programs are listed and
advertised in the CHRIE directory guide in the Hospitality and Tourism Education.
Flyers and program information is given out during the Texas Restaurant Association
Show. The assistant chair and coop instructors visit the local industry regularly to meet
with coop students’ supervisors and to recruit new students. We are continuously
communicating with the counseling department and the registrar’s office to ensure
students are registered correctly. Students in special financial aid programs are being
assisted to expedite their paper work and have it ready for registration.

b. How does the program utilize student data in terms of retention and pass rates
to improve the program?

The student’s data is received and reviewed at the end of each semester to determine
retention and pass rate. Courses with high failing or withdrawal rate are reexamined
and student’s concerns are addressed.

c. How does the program promote student success through academic
advisement, tutoring/mentoring, outreach activities, students club, honors
program, service learning, and cooperative experience?

All faculty members and the assistant chair are continuously counseling and advising
students to upgrade their degree plans and to find jobs for those who need assistance.
Students with special needs are accommodated. Students who are working in the
industry in supervisory capacities are asked to assist by hiring their classmates and by
supporting them during their employment. This has increased our student placement
and has resulted in lower drop out in our coop classes. Students are involved in
outreach activities by attending Texas Restaurant Association Shows and by
volunteering to promote our program by working in our booths during the show. We
believe the best way of advertising our programs is by students telling their own
personal success stories. Each semester we have relatively large coop classes. A
significant number of students stay after graduation with the companies that they
worked for in coop. Last year through our outreach activities two of our student
volunteers received $10,000 scholarships from Greater Houston Restaurant
Association.

4. Instructional Resources
a. How has the program evaluated faculty resources, instructional equipment,
technology, and facilities, and other learning resources to improve the program?

Faculty resources and instructional equipment are evaluated for their efficiency and
their relevance continuously by seeking input and advice from our advisory committee,
students and the industry. We consider the faculty as our most valuable resource and
we make sure that we hire the best from the industry and provide them with the
instructional equipment, technology and facilities to do their job well:

In our Culinary and Pastry Arts programs and we are updating the Chef Tech computer
software. We have a lease agreement with Continental Airlines Amadeus System One
to use their computer reservation system in our travel computer lab. Our Travel
computer lab closely simulates the real-life workplace. We are making kitchen
modifications to add addditional workstations needed for Culinary Arts instruction.

5. Planning for Improvement
a. What are the program’s current strengths and weaknesses?

   Strengths:
   • Outstanding faculty
   • Administrative support of the CTE Dean
   • Committed assistant chair (serves as a GHRA board member)
   • High placement rate
   • Curriculum that meets professional and industry standards
   • Excellent industry affiliations (Coop placement, Continental Airlines System
      One).
   • Excellent SEOI reports
   • Articulation agreements with Spring Branch ISD and Houston ISD and the
      University of Houston Hilton College of Hotel and Restaurant Management
   • Transferability through WECM and to the University of Houston Hilton College
   • Well developed syllabi
   • National and international program exposure through CHRIE
   • Diversified advisory committee
   • A huge demand for our Culinary/Pastry Arts program

   Weaknesses:
   • Need to move Culinary and Pastry Arts programs to the J B Whiteley Building to
     separate them from the Neo retail operation
   • Limited classroom space to accommodate multiple classes running at the same
     time
   •   Limited kitchen space to accommodate large average class size and to offer
       additional new courses
   •   Small average class size in travel and tourism classes
   •   Lacking a CHEF Continuing Education hybrid generic course suitable for a
       broad student population
   •   Need refrigerators for the classes that were created to meet industry demand
   •   Outdated computer equipment and projectors in the classrooms

b. How does the program document on going need for the program?

Our industry Advisory Committee reports that there is a continuing need for the program
graduates. Continuous requests from industry, reports from regional labor market data,
national and state labor market trend data, and the graduate placement rate indicate
that there is a continuing need for the program graduates in the workforce.

c. How does the program utilized student/employer satisfaction data to improve
the program?

The program utilizes employer satisfaction to improve the program through co-op.
Meetings by faculty are held with the industry leaders in Houston to evaluate students
weaknesses and strengths each semester. These are discussed with the faculty and
classes are tailored to focus on industry needs. We have since focused more on
executing the basics flawlessly, implementing a Garde Manger class, eliminating
practicum, and adding professional development into all classes. The supervisors’
comments and assessments of our coop students’ work indicate that employers are
very pleased with our students and their work performance. The employers’ comments
are used for appropriate course alignments, course modifications, emphasis in course
contents and the overall curriculum planning.

d. What budget implications are there for further plans for improvements?

We need coolers /refrigerators for the Garde Manger class. More money is needed in
the repair and maintenance budget to ensure a functional kitchen. Over the past years
we have more than doubled the number of students in the program and done so with a
supply budget that has not decreased. Lab Assistants are needed for both student
safety and maintaining instructional quality.

Plan of action for weaknesses:
   • Update and add at least five new computers to our dedicated computer lab and
       install the Chef Tech Software for Hotel/Restaurant and Culinary/Pastry Arts
       students by the end August 2009.
   • Identify credit hours of Travel and Tourism that are uniquely tourism related
       courses and prepare a new certificate plan.
   •   Running our CHEF Continuing Education Course suitable for a broad student
       population by the end of August.
   •   Create a marketing plan for Hotel/Restaurant and Travel/Tourism programs to
       increase enrollment.

6. Deans’ comments and Recommendations:
7. Presidents’ and Vice Chancellors’ Recommendations:

								
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