Review Assessment Report
Part 1: Contact & Program Identification
| Report Year and Contact Information | ||
|---|---|---|
| Academic Year | Modified By | Date Modified |
| 2021-2022 | cmorosin@cnm.edu | 2022-11-03T18:39:28.642Z |
| School | Name of Program | Courses |
|---|---|---|
| BIT | Hospitality and Tourism AAS Degree | None |
Part 2: Program Summary
| Provide a high level review of the program to include highlights, successes, challenges, significant changes, and significant resources needed to support the program |
|---|
The current state of the Hospitality and Tourism programs generally reflect those of other higher-education hospitality programs and the hospitality industry at large: people are reevaluating their relationship with their workplace, and the hospitality industry has been hit particularly hard, with about 1.8 million jobs lost between February 2020 and the end of 2021 (https://www.usnews.com/news/best-states/florida/articles/2022-03-05/thousands-of-people-leaving-restaurant-industry). As we revert back to pre-pandemic modes of operation, faculty and students are eager to explore how our graduates can impact the industry by putting in to practice some of tenets we address in the classroom: sustainable work/life balance, equitable wages, and more responsive human resource practices. |
Part 3: Data Review
| 2019-2020 | 2020-2021 | 2021-2022 | |
|---|---|---|---|
| Annual number of graduate awards is greater than 10 | 0 | 6 | 1 |
| Number of declared majors | 21 | 28 | 28 |
| Average Class Size | n/a | n/a | n/a |
| Annual Average Class withdrawal rate is 30% or below (SAGE 35%) | n/a | n/a | n/a |
| Annual C-Pass rate for coursework is 60% or above | n/a | n/a | n/a |
| Average class fill rate at 60% or above capacity within a term or over a year | n/a | n/a | n/a |
| Graduate Transfer to 4-year Schools | n/a | n/a | n/a |
| Full-time Faculty Coverage by Section | n/a | n/a | n/a |
| Summarize how your program met or did not meet the target measures based on the data above |
|---|
Graduate targets have not been met and have declined from last year. Data is not available for other targets. |
Part 4: Program Learning Outcome Analysis
| Learning Outcome | Population or Course(s) Assessed | Description | Summary of Assessment Results |
|---|---|---|---|
| 1. Describe and evaluate organizational structures, leadership styles, and personnel management techniques as they apply to a wide variety of hospitality operations | HT 2201. |
| 80% of students met standards on the ManageFirst Hospitality Human Resources Standardized exam
84% of students met standards on the final paper
|
| 2. Identify the role of specific leadership qualities in successful hospitality operations management | HT 2235. |
| 80% of students passed ManageFirst Hospitality and Restaurant Management Standardized Exam |
| 3. Describe and evaluate procedures for proper receiving, storage, and control of food and non-food items | CULN 1003, and HT 2215. |
| 69.8% of students achieved target in ServSafe exam domain 3 (purchasing and receiving performance)
78.2% of students achieved targets in targeted homework and exam questions in purchasing and cost control
|
| Interpretation of Assessment findings |
|---|
For the ServSafe exam (CULN 1003): For the past academic year the percentage of students passing the ServSave exam fell to 68.3%. Also, their achievement on Domain 3 was 69.8%. Both are below the targets of 75%. While it is difficult to pinpoint one specific reason for the lower success rate, part of it likely lies in the low percentage of students taking the exam. Another possible explanation is the lower percentage of students with significant industry experience compared to years prior to Covid. The National Restaurant Association also recently reduced the passing score from 75% to 70%. While we were not given specific reasons for this, we will monitor our results to see if this leads to a higher success rate.
Outcomes 2 and 3 meet our target of 75%.
|
Part 5: Additional Action Plan in Support of Student Learning (If Appropriate)
| Upcoming Year | Changes Planned for the upcoming year | Data Motivating this change |
|---|---|---|
| 2021-2022 | New full-time faculty will be added to the program beginning spring 2023. Faculty more dedicated specifically to our hospitality programs rather than splitting time between hospitality/culinary/beverage programs will eventually facilitate overall program growth and allow for development of better materials and tools that might better reflect actual student achievement. This plan of action will likely extend beyond one year before we see results. | |
| 2021-2022 | There are still several courses requiring further development after the creation of the Hospitality AAS degree. Completing and launching these courses will make for a more fully-functional AAS program to better compete or even replace the AA program. More common courses between the HT AAS degree and the beverage and culinary AAS degrees may increase the number of declared majors and graduates. | Low graduation and major numbers |
| 2021-2022 | Culinary faculty are updating CULN 1003 course materials to reflect recent changes to the FDA Food Code, and exploring other textbook options that may provide more in-depth coverage, given the lower level of industry experience of our current student population. | Results of ServSafe exam falling below target |