University of Hawaii Community Colleges
Instructional Annual Report of Program Data (ARPD)

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Review Year: College: Program:

College: Kauai Community College
Program: Culinary Arts

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The last comprehensive review for this program was on 2010, and can be viewed at:
2010 ACF Accreditation

Program Description

Program Description

Utilizing the Island’s beauty and abundant agricultural potential, the mission of the Culinary Institute of the Pacific at Kauai Community College is to provide a caring, quality learning environment; offer cultural, historical and current culinary training; and prepare students for employment and lifelong success.

Program Mission Statement

Utilizing the island’s beauty and abundant agricultural potential, the mission of the Culinary Institute of the Pacific at Kaua`i Community College is to provide a caring, quality learning environment, offer cultural, historical, and current culinary training and prepare students for employment and lifelong success.

Part I. Quantitative Indicators

Overall Program Health: Healthy

Majors Included: CULN     Program CIP: 12.0500

Demand Indicators Program Year Demand Health Call
10-11 11-12 12-13
1 New & Replacement Positions (State) 320 271 520 Cautionary
2 *New & Replacement Positions (County Prorated) 17 23 42
3 *Number of Majors 50 60 58.5
3a     Number of Majors Native Hawaiian 14 27 22
3b     Fall Full-Time 81% 80% 72%
3c     Fall Part-Time 19% 20% 28%
3d     Fall Part-Time who are Full-Time in System 0% 0% 0%
3e     Spring Full-Time 67% 68% 74%
3f     Spring Part-Time 33% 32% 26%
3g     Spring Part-Time who are Full-Time in System 2% 0% 0%
4 SSH Program Majors in Program Classes 1,073 1,129 1,145
5 SSH Non-Majors in Program Classes 32 12 19
6 SSH in All Program Classes 1,105 1,141 1,164
7 FTE Enrollment in Program Classes 37 38 39
8 Total Number of Classes Taught 18 18 19

Efficiency Indicators Program Year Efficiency Health Call
10-11 11-12 12-13
9 Average Class Size 15.8 16.3 15.9 Healthy
10 *Fill Rate 81.6% 84.1% 80.9%
11 FTE BOR Appointed Faculty 4 4 4
12 *Majors to FTE BOR Appointed Faculty 12.5 15 14.6
13 Majors to Analytic FTE Faculty 19.0 22.8 21.3
13a Analytic FTE Faculty 2.6 2.6 2.7
14 Overall Program Budget Allocation $506,487 $757,525 $535,824
14a General Funded Budget Allocation $331,617 $317,547 $468,841
14b Special/Federal Budget Allocation $0 $0 $36,817
14c Tuition and Fees $0 $261,935 $30,166
15 Cost per SSH $458 $664 $460
16 Number of Low-Enrolled (<10) Classes 0 0 0
*Data element used in health call calculation Last Updated: January 27, 2014

Effectiveness Indicators Program Year Effectiveness Health Call
10-11 11-12 12-13
17 Successful Completion (Equivalent C or Higher) 87% 93% 93% Healthy
18 Withdrawals (Grade = W) 11 2 6
19 *Persistence Fall to Spring 83.3% 74.1% 75.3%
19a Persistence Fall to Fall     47.3%
20 *Unduplicated Degrees/Certificates Awarded 22 39 35
20a Degrees Awarded 13 12 9
20b Certificates of Achievement Awarded 6 12 16
20c Advanced Professional Certificates Awarded 0 0 0
20d Other Certificates Awarded 8 22 26
21 External Licensing Exams Passed   Not Reported Not Reported
22 Transfers to UH 4-yr 0 0 0
22a Transfers with credential from program 0 0 0
22b Transfers without credential from program 0 0 0

Distance Education:
Completely On-line Classes
Program Year  
10-11 11-12 12-13
23 Number of Distance Education Classes Taught 0 0 0  
24 Enrollments Distance Education Classes N/A N/A N/A
25 Fill Rate N/A N/A N/A
26 Successful Completion (Equivalent C or Higher) N/A N/A N/A
27 Withdrawals (Grade = W) N/A N/A N/A
28 Persistence (Fall to Spring Not Limited to Distance Education) N/A N/A N/A

Perkins IV Core Indicators
2011-2012
Goal Actual Met  
29 1P1 Technical Skills Attainment 90.00 96.15 Met  
30 2P1 Completion 50.00 69.23 Met
31 3P1 Student Retention or Transfer 74.25 80.65 Met
32 4P1 Student Placement 60.00 81.82 Met
33 5P1 Nontraditional Participation 17.00 30.30 Met
34 5P2 Nontraditional Completion 15.25 31.25 Met

Performance Funding Program Year  
10-11 11-12 12-13
35 Number of Degrees and Certificates     25  
36 Number of Degrees and Certificates Native Hawaiian     6
37 Number of Degrees and Certificates STEM     Not STEM
38 Number of Pell Recipients     22
39 Number of Transfers to UH 4-yr     0
*Data element used in health call calculation Last Updated: January 27, 2014
Glossary | Health Call Scoring Rubric

Part II. Analysis of the Program

 

Part I. Quantitative Indicators

Overall the Program is “Healthy”. Two of the three the Quantitative indicators show the Culinary program to be “Healthy”, however, in the area of “Demand Indicators” the Program is at has less students than the prorated projection. The difference is slight and for now the program agrees it’s best to keep an eye on this indicator. Our Institutional Researcher, Jon Kalk writes to this:

The two measures that come into play in the computation are the number of majors in the program (#3) and the available positions in the county (#2). They divide the number of majors by the number of replacement positions, and consider it to be healthy if that falls between 1.5 and 4.0

In the previous year, you had 60 majors and there were 23 positions, so you fell into that healthy range at 2.6. This past year, there were 58.5 majors but the big change was an increase to 42 positions. That makes the ratio 1.4, which falls just below the healthy range

The thinking behind this health call is that we need to be serving both our students and our community. We need to provide enough workers to fill the needs of employers in our community and at the same time not too many so that our students can't find jobs when they graduate.

Being on the low side means that the data is saying that we could be having more culinary arts students to fill the jobs that are open in the community. My personal feeling is that there's no need to overreact to one year of data where things look different. But if the number of available positions stays high for several years, it might make the program think about doing something to increase cohort sizes. I think that's the main use of the health call indicators -- cautionary here just means keep an eye on the situation.

Demand for the culinary program is high and is expected to remain high according to Kauai County Economic Modeling Specialists Inc. (EMSI) reports, as well as the Demand Indicator.

In looking at the culinary program demand numbers vs. majors, the program exhibits health.

The number of new and replacement positions in the State has increased from Program Year 2011/2012 to Program Year 2012 /2013 from 271 to 520, almost doubling.

The number of new and replacement positions in the county  has risen from Program Year 2011/2012 to Program Year 2012 /2013 from 23 to 42.  The department notes that all graduates who desired to gain employment in the food service industry successfully gained or retained positions.

The number of student majors has slightly declined (58.5 from 60).  This is over the maximum program enrollment of 55, due to instructors allowing overrides. There still continues to be attrition in the AAS program, but with the increased demand, we feel we indeed have a healthy program. Data Indicators may change as the degree requirements change. The Department feels our PHI’s will decrease with the restructuring of the current degrees, especially with the new ACCJC requirement of transfer-level courses.

Data shows that from Fall 2011 to Spring 2012 there was a greater demand for culinarians which may have contributed to the enrollment and completers of culinary students. We have had requests from the Princeville St. Regis, Grand Hyatt, and others desiring our students

Workforce needs have increased dramatically since last year. The economic downturn seems to have leveled, but hiring has increased to pre-2008 levels. Our graduates who sought culinary positions have secured positions.

Focus now is on the “worker supply” and “worker preparation” gap.  As baby boomers leave the labor market, Hawaii is still experiencing a worker supply gap.

The Culinary Program is taxed with not only teaching, but running cafeteria operations, using the revolving fund, which creates a budgetary fine-line between institutional teaching and business operations. Although we are running our ACF Exemplary Program and a business we are allotted only 6 credit hours/academic year as program coordinator assigned time.

The program is working to meet or exceed the expectations of campus and administration needs, with the same fiscal budget year-over-year.

Analysis of program assessment data (Program SLOs)

In 2010 the Program has completed an extensive assessment, research, and analysis through the American Culinary Federation Education Foundation (ACFEF) Accreditation standards review and site visit process.

From this the Program was been awarded Exemplary status. Exemplary status reflects that the program had no areas of non-compliance and upheld all competency standards as required by the ACFEF. On the average 75-100 accredited schools are visited annually, only 7 were awarded the Exemplary status rating. Any further questions can be addressed via the accreditation documents.

As part of Culinary Federation Education Foundation (ACFEF) accreditation requirements, the program goals and curriculum are continually assessed.

Additional methods of internal and external assessment used on an on-going basis are:

The program participates in the annual ACFEF accreditation renewals process.  As required, the faculty actively seeks professional and technical development opportunities and every summer,  address program or curriculum changes.

Classroom and Campus-wide program SLO assessments via our Campus CARD system as well as daily lab assessment have been implemented. We have also implemented the first phase of the Perkins-funded LiveText initiative.

Significant Program Actions (new certificates, stop-out; gain/loss of positions, results of prior year’s action plan).

Gain & Loss of Position

Recruiting

 

All-College Hour and Scheduling

Instructional and Operational Unit

Part III. Action Plan

Goal Alignment

UH Goal 1:  Educational Effectiveness and Student Success

KCC Goal 1: Access &

KCC Goal 2: Learning and Teaching

Strategic Goals: Student Recruitment, Retention and Success of All Students and Particularly

  • Remedial/Developmental Students
  • Non-traditional Students in Career and Technical Programs
  • Increased Completion of Degrees, Certificates, and Licensure
  • Increased Transfer Rate
  • Increase opportunities for potential students to experience KCC

 

Relevant Curriculum Development

  • Sustainability/Green Jobs
  • Health
  • STEM
  • DOE-KCC English Alignment
  • Distance Education
  • Create/Strengthen k-12 - four-year degree pathways

 

Completion of               

  • Course Student Learning Outcomes (CLOs)
  • Program Learning Outcomes (PLOs)
  • Institutional Learning Outcomes (ILOs)
  • Course Action Forms (CAFs)

 

Assessment Activities and Analysis

 

The goals of the program are given below. Items in levels one and two are campus goals while items in level three (in italics) are program goals.

  1. Access:  To provide open access to educational excellence for a diverse student population.
    1. Outreach
      1. Increase program participation through coordinated and focused marketing and recruitment to specific populations through partnerships with schools, employment and training programs, and the business community.
    2. Enrollment
      1. Continue to improve student retention through the offering of development class (FSER 100, 102, BUS 121B), requiring academic advising, providing peer tutoring and conducting annual graduate focus groups.
    3. Placement & Scheduling
      1. Continue to work with faculty across the disciplines in scheduling courses towards the Culinary degrees and certificates to provide qualified students a program cycle to meet graduation requirements within a given time period (i.e. four-semester AAS program cycle).
    4. Support Services for Access
      1. The program’s mission, goals, tuition and fees, requirements for entrance and continuation in the program, and descriptions of course and kitchen/lab experiences will be published in a student handbook.
      2. Open lab hours and tutorial services will be available to students during the academic year.

 

 

 

  1. Learning & Teaching:  To promote excellence in learning and in teaching for transfer, career/technical, remedial/developmental education and life-long learning.
    1. Articulation:  Improve communication and articulation processes with other KCC programs as well as secondary and postsecondary institutions.
      1. Continue participation in system-wide PCCs (Program Coordinating Councils) and Culinary Institute of the Pacific articulation processes.
      2. Improve high school counselor awareness and understanding of requirements for entry into the culinary arts program through targeted visitations.
    2. Curriculum
      1. Improve program relevancy through discussions with students, graduates, and employers.
      2. Provide non-credit course offerings for the community
    3. Remedial/Developmental
      1. Support culinary career exploration within the public and private school systems, emphasizing math and critical thinking across the curriculum.
      2. Provide early admissions and career explorations opportunities for high school students.
      3. Provide opportunities for under-prepared students to develop necessary skills to enter the AAS program.
    4. Student Learning Outcomes
      1. Align curriculum and implement competencies to meet accrediting standards of the Culinary Institute of the Pacific.
      2. Assess effectiveness of curriculum and program competencies through annual student and employer focus group discussions.
    5. Academic Support
      1. Encourage students to utilize the services of the Learning Resource Center, Special Needs Counselor, Single Parent Counselor, and other campus programs to maximize their college experience.
      2. Actively collaborate with the Financial Aids Officer to provide Early Admissions, scholarship, tuition assistance and recognition opportunities for entering returning students, and graduating students.
    6. Faculty & Staff
      1. Support a stimulating environment for culinary instructors and staff that include professional development.
    7. Facilities
      1. Maintain culinary equipment, facilities, and technical infrastructure to provide instruction in a safe and sanitary learning environment.
      2. Utilizing industry standards, instruct students in the safe and proper methods of utilizing equipment.
    8. Financial Resources

Expand revenue-generating activities to support the culinary department

UH Goal 3:  A Model Local, Regional and Global University

KCC Goal 6 Diversity

Strategic Goals:

  • Fostering Global Understanding and Intercultural Competence
  • Increased Enrollment and Success of International Students

6.  Diversity:  To contribute to community development and enrichment through campus leadership and collaboration.

  1. Diversity

6.1.1 Emphasizes diversity in the curriculum through classroom and laboratory experiences.

  1. International Education
    1. Partner with the Office of Continuing Education to provide cultural exchanges beyond Kauai and Hawaii.

 

UH Goal 4:  Investment in Faculty, Staff, Students and Their Environment

KCC Goal 4: Personal Development

Strategic Goals:

  • Professional Development Directed to Any of the Above Goals
  • Enriching Student Experience, Particularly Directed to Any of the Above Goals
  • Increasing the Efficiency, Effectiveness and Sustainability of the KCC Environment
  1. Personal Development:  To provide life-long learning opportunities in the areas of personal and professional development.
    1. Faculty/Staff Development:
      1. Enhance culinary program faculty expertise by supporting professional development activities.
    2. Student Development
      1. Work with industry chefs, businesses, and culinary associations to increase student knowledge and increase their awareness and confidence through networking for lifelong learning.
      2. Encourage student leadership development and service learning through participation in Food Service Club.

 

UH Goal 5:  Resources and Stewardship

KCC Goal 5 Community Development

Strategic Goals:

  • Reduce Deferred Maintenance
  • Address Health and Safety Issues
  • Promote Sustainability
  1. Community Development:  To contribute to community development and enrichment through campus leadership and collaboration.
    1. Leadership
      1. Partner with local non-profit organizations, government agencies, and businesses to meet community focused culinary needs.

(continued)

  1. Collaboration
    1. Actively participate in system-wide efforts of the Culinary Institute of the Pacific to meet the education and training needs in the culinary arts.
    2. Partner with local businesses, nonprofit and governmental agencies to enhance student service learning increase, opportunities for scholarships, and future employment.

 

 

SUMMARY OF MAJOR PRIORITIES  

Priority

Description

PSLO #

Increase instructional supplies budget for non-production classes to be able to meet course competencies, currently at $15,000 request additional$3,000 from TFSF to help reduce deficiency.

These monies should only be spent on non-production class supplies. (food, beverage and paper goods)

“N”

Continue part-time cafeteria worker, 30 hours per week. Fund and hire additional part-time cafeteria worker, 30 hours per week for, using TSF funding.

“N”

Build International Cultural Outdoor Open Kitchen (ICOOK)

1,2,4,5

Purchase Faculty Laptops

3,4,5

5

Obtain  credits for summer overload projects: Including  revising curriculum in accordance to system articulation requirements as well as ACCJC requirements, review of graduate focus groups, employer focus groups, inventory, and external fundraising (supporting non-profit groups who provide scholarships to students), updating the student handbook, develop new student orientation, admitting Fall 2014 cohort etc.

1,4,5

6

Purchase POS system for cafeteria

3,4,5

7

Purchase GoPro camera

1,2,4

 

Program learning outcomes, aligned with College Student Learning Outcomes listed by number at the end of the Action Plan.

As we run a business as well as instruct student learners, “N” means necessary for the Program to be operational.

 

Program

Goal

PLO  impacted

Action

Item

 

Steps

 

Resources

Needed

 

Person(s)

Responsible

 

Timeline

 

Outcome or

Indicator of Improvement

 

Status

 

2.8

N

Obtain instructional supplies (food ingredients) budget for non-production classes to be able to meet course competencies.

  • Obtain additional general funds.

18,000

($6,000 per class)

CULN 120, Fund of Cookery;

CULN 150, Fund of Baking;

CULN 240, Garde Manger

DC, PC

Fall 2014

Improved revolving fund revenues.

Help to reduce deficit.

Needed.

Listed as number 1 priority.

 

2.7.1

1,2,4

Obtain funding and planning approval for Capital Improvement Project –International Covered Outdoor Open Kitchen (ICOOK) which includes an imu, Portuguese bread oven, hand washing facilities, and restrooms.

  • Requesting inclusion into cam­pus capital improvement projects.
  • Begin preliminary planning with UH facilities planners.
  • Seek community sponsor for supplemental funding.

Unknown – Requesting campus Capital Im­provement funds (anticipate approximately $200,000 for items requested ).

6 credits reassigned time- faculty.

.

PC, Shirai, VCAS faculty

 

UH Facilities Planners

Spring 2014- Fall 2015

Ongoing collaboration with Hawaiian Studies to create opportunities for student learning and increased cultural awareness while providing a venue for community events.This will also address Priority Goal 1 Native Hawaiian students; and Goals 2 and 4

Ongoing request.

 

N

Continue to calibrate stove/oven combos in main kitchen, fine dining and bake shop.  Problem of pilot light going out persists.

  • Determine if maintenance service is available locally.
  • If unavailable locally arrange to bring in someone from Honolulu.

$600 for maintenance if available locally, or $2,000 if unavailable. (maintenance and travel expenses) R/M budget.

Shirai, HilldorferOyama

Ongoing

Stove/ovens will be working properly.

Directly impacts Priority Goal 5;reduce deferred maintenance

Ongoing yearly

 

N

Continue annual preventive maintenance to address safety concerns (refrigeration) and continue preventive maintenance (PM) of fire suppression, refrigeration, grease trap and oil disposal, insect & rodent control, etc.

  • Continue PM contracts currently in place and obtain refrigeration PM contract.

Unknown

KCC R/M budget.

PC/VCAS

January 1, 2015

Maintain compliance with fire and other safety requirements; prevent monetary loss by reducing product loss.

Directly impacts Priority Goal 5; reduce deferred maintenance

Ongoing- Refrigeration contract in place.

 

Received fire and safety compliance. Annual preventive maintenance funded & this is an ongoing need.

 

N

Maintain first aid kits.

  • Re-stock at beginning of each semester.
  • Replenish as needed.

Unknown

KCC O/M budget.

 

Zee Medical

1,2,4Shirai

Complete prior to beginning of each semester and monthly replenishment

Maintain compliance with safety requirements.

This fulfills Priority Goal

5 ;Health and Safety

Ongoing.

2.7

N

Implement end-of-semester general heavy cleaning (outsource).

  • Have facilities outsource general heavy cleaning of the end of every semester.

Unknown (R/M)

1,2,4Shirai

Complete  at end of each semester

Prevent student and staff injury- personnel not trained in OSHA handling harsh and potentially dangerous cleaning chemicals.

Vital to Priority Goal 5 Directly impacts Priority Goal 5-,Health and Safety

Ongoing.

 

3.1

2.2.1

2.4.1

3.2.1

1,2,3

ACF RE-ACCREDITATION

Designate time table and delineate faculty responsibilities to complete ACF required documentation in a timely manner.

 

  • Draft and submit required documentation describing program changes annually;
  • Liaison with Other System CC’s  and Maui College;

.

 

Part of Program Coordinator duties

 

 

Hilldorfer

 

Spring 2014

 

Continued accreditation in good standing.

 

Ongoing.

4.1

4,5

Campus funding for second year, second  semester students for Jr ACF Membership which qualifies the graduate  to receive a “certified Culinarian “ Certificate with no further testing.

Draft and submit foundation grant- currently funded via Gala funds

$80 per student 12-18 students/year

  • Chancellor, Program coordinator

Annually

Directly connected to Campus Priority #4 Investment in Faculty, Staff. Students and their environment

 

Continued accreditation in good status

Addresses Priority Goal 2 and 4 by better coordinating with business, and enriching the student experience

Currently funded via Culinary Fundraising.

2.4.1

1,2,3

Hold fall e-meeting and spring semester live advisory committee meetings.

 

(ACF accreditation requires 2 advisory committee meetings per year).

  • Schedule meeting times and place;
  • Prepare agenda;
  • Invite attendees;
  • Hold meeting;
  • Record proceedings Draft and submit foundation grant- currently funded via Gala funds

$300 ($15 pp to host 20 attendees 1 live  meeting; committee members,   faculty, staff, administrators).

PC

Faculty/

staff

Spring 2014

Fall 2015

Review program mission, SLOs, ACF accreditation standards, course competencies, accreditation report, change in COC, etc.

Priority Goal 2 by better coordinating with business

This is an annual, on-going request.

Need campus

Funding. Currently funded via Culinary fundraising

3.1

2.2.1

2.4.1

3.2.

1,2,3

On-going needs to maintain ACF accreditation; remedy and/or respond to any ACFEF recommendations following their Spring 2010 site visit.

  • Conduct graduate focus groups and compile data;
  • Design and/or revise data collection forms and collect data;
  • Respond to ACFEF recommendations;
  • Analyze, and interpret data.
  • .

Part of Summer overload

2 credits each Honma, Hilldorfer,

1  credits each Miyasato,

Honma, PC,

Miyasato

Summer 2014

Maintain ACF accreditation and and respond to site visit recommendation.

Ongoing.

4

all

Continue Summer overload projects for Faculty

  • Admit current fall cohort
  • Address curricular revisions;
  • Revise Student Handbook;
  • Plan New Student Orientation and update materials
  • Plan and implement high school recruiting class/seminar or Summer Bridge
  • Plan addressing remedial needs/ Student persistence  Fall-Spring

5 credits overload seen throughout various areas of this APRU as well as in the steps listed here

PC, faculty

Summer 2014

Loss prevention, promote industry standards in organization

Ongoing need

 

N

Allot Overload for fiscal APT

(24 hrs)

Allot Overload for Cafeteria Manager

  • Fiscal APT completes end-of-year inventory
  • Cafeteria manager reviews costs, orders and receives goods, preps and cooks for first day of instruction

Fiscal APT-24 hours overload

Cafeteria APT 20 hours overload- funded via TSF funds

PC, DC, VCAA

Summer 2014

Properly end fiscal year and prepare or following academic year

Ongoing need- has become an HGEA issue

2.5

N

Continue one part time cafeteria helper (needed 30 hours per week on instructional days.

Hire additional part-time cafeteria worker in order to support the ongoing needs of the cafeteria supported by the Health and Wellness Committee.

We are asking for TSF funding.

  • Process papers for continuing appointment;
  • Schedule, train, and supervise.
  • This has been strongly supported by the Heath and Wellness committee. This also supports the cafeteria as a whole.

$16,132.50 ($1792.50/mo salary x 9 months with leave without pay during holidays, non instructional days)

Dollar amount subject to change due to any contractual increase.

Bacio, HR facilitated by PC

Begins Fall 2014 on first day of instruction & ends Spring 2014 on last day of instruction.

Continue annually

Preps, cooks, cleans, and assists cafeteria manager to supplement classroom contributions.

Continue to provide “Healthy Option” plan.

Impacts Campus directly in Priority Goals#4 and  #5 Student enrichment and Sustainability

Additional  need.

2.5

N

Student help (need up to 40 hours per week during instructional days).  Reassess need for student help if second half time cafeteria helper is hired.

  • Select students;
  • Process papers for appointees;
  • Schedule, train, and supervise.
  • $10,080 (40 hrs/wk x 30 wks @ $9-11/hr)
  • Revolving Funds

Bacio, HR, PC

Fall 2014and Spring 2015 on instructional days

Operates cash register, restocks, cleans, and assists cafeteria manager to supplement classroom contributions.

Completed and in progress.

 

Continuing annual need.

2.0

 

1,2,4,5

CPR/First Aid  instructor

Required for basic certification- nursing to handle at this time.

  • Coordinate with Health Ed to schedule class.
  • Acquire Campus Funding- currently paid for with Gala funds

 

2 day (during Dining Room class)

Miyasato PC, Health Ed Coordinator

Fall 2014

Spring 2015

Program requirement met.

Need Campus

Funding

Continuing program need.

 

2.0

N

Program Coordinator (9-month).

  • Coordinator duties and responsibilities.

6 credits/6 credits

Hilldorfer

Fall 2014

Spring 2015

Provide program facilitation and direction.

On-going.

2.0

N

Dining Room operations

  • Instructs and supervises students during CULN 221 and 222.
  • Insures operation of Fine Dininng Room in Fall Semester

6 credits

Miyasato

Fall 2014

Provide course facilitation and direction

On-going.

1.1

2.3

2.4

5.1

6.2

1,2,3

Implement DOE/KCC High School summer program “basics in sanitation, cookery and baking” with an emphasis on sustainability and math skill improvement.

Focus on recruiting Native Hawaiian students

  • Design course;
  • Submit for funding;
  • Design marketing materials;
  • Recruit qualified students;
  • Provide Compass placement testing;
  • Accept students;
  • Collect risk and release and other necessary forms;
  • Order supplies and products;
  • Arrange for site visits and speakers;
  • Implement course;
  • Evaluate course.

Carl Perkins Funds

Nakata,

Hilldorfer

Honma

Summer 2014

Provide high school students and recent graduates with a foundation in Culinary skills and broaden their knowledge in sanitation, cookery fundamentals, emphasizing and developing math skills in order to transition students successfully from high school to college. Focus on the recruiting of Native Hawaiians to align with strategic goals

Ongoing.

2.0

21.2

2.4

1,2,3

Fund seminars/workshops for teaching and learning strategies using College funds- currently using Gala funds

  • Schedule retreats with experts in learning strategies and developing study guides;
  • Schedule classes for instructors on scantron;
  • Develop culinary website.
  • Develop ACFAccreditation Website

Unknown

PC, Faculty,

Webmaster

End of Spring

2015

Addresses priority goal 1-relevant curriculum development, Goal 2 curriculum development and Goal 4 professional development

Need Campus Funding

4.1

all

Attend HTLA Food & Products Show; visit vendors. Request Campus Funding- currently using Gala funds.

Professional Development need and product purchasing.

  • Prepare foundation request for partial funding and use Culinary foundation funds for partial funding
  • Register and make accommodations reservations
  • Attend food  and products show and visit vendors 

$1,725

(3 faculty/staff, 2 days: 

Airfare, ground transportation, per diem, excess lodging, parking)

3 faculty/

staff

July 2014

New products (food, equipment, software, linens, chemicals, etc., & vendors for use in cafeteria and culinary programs will be examined and reviewed; recommendation to Dept upon return.

Continuing need.

Funding needed

4.4.1

2,4

Serve Safe Certification & training.

  • Register
  • Attend and pass class

$185 per person

Unknown – available on island

Bacio, Miyasato, Cafeteria Worker

TBD

Participants will be Serve Safe certified as trainers.

On-going need.

1.2.1

2.4.

1,2

Graduate Focus Group

(Every year).

  • Conduct ACF required graduate focus group for Spring 2013 graduates
  • Analyze results in conjunction with other data
  • Recommend program improvements

$460 for refreshments

( funding to be divided equally between Culinary Gala funds and Foundation )

Honma

May 2014 / Summer 2014 and on-going annually at academic year end.

Data collected will be used to improve curriculum and develop strategies to retain students through graduation.

On-going need

with partial funding (50%from GALA funds)

Required by ACFEF for accreditation.

Directly impacts Priority Goal 1- relevant curriculum develop

ment and Course and Program Student learning outcomes

1.2.1

2.4.2

1,2

Employer  Focus Group

(Every 3-5 years).

  • Conduct ACF Required employer focus group;
  • Analyze results in conjunction with other data;
  • Recommend program improvements.

$650 for lunch and refreshments

Honma

May 2014 /15 Summer 2014/15

Data collected will be used to improve curriculum and develop strategies to retain students through graduation.

On-going need.

Required by ACFEF for accreditation.

1.1.1

2.3.1

2.3.2

2.1.2

1,4,5,

Participate in feeder school career fairs, visit feeder school classes providing demos, host job shadowing.

  • Determine faculty & student availability;
  • Determine demo & procure supplies;
  • Participate in event.

$2,000

All faculty

Spring 2014/Fall 2014

Feeder school student exposure to KCC programs.

Participate in the following:  Ele‘ele School (2x) visits, Kaua‘i HS Kapa‘a HS & WHS career fairs, career shadowing from Kapa‘a HS, WHS and Kaua‘i HS.

 

 

 

 

 

 

Part IV. Resource Implications

Where appropriate, combine resource allocation priorities with other programs within your division. 

 

None at this time.

Based on your action plan update, what are your reassigned time priorities?

 

Our priorities are listed in the APRU - all are necessary to maintain or upgrade program operations.

Based on your action plan update, what are your reallocation decisions?

 

None at this time.

Based on your action plan update, what are your lecture credit hours requested?

 

Need lecture hours for BUSN 166, BUSN161.Culinary program fundraisers fund required program CPR/ First Aid for our students.

Based on your action plan update, enrollment data and other relevant data, what are your proposed actions regarding vacant positions?

 

Proposed additional 30 hour per week cafeteria position.

Program Student Learning Outcomes

For the 2012-2013 program year, some or all of the following P-SLOs were reviewed by the program:

Assessed
this year?
Program Student Learning Outcomes

1

Yes
CULINARY ARTS (CULN) 1. Communicate with guests, co-workers, and supervisors by using oral, written, and nonverbal skills required in food services operations. (COMMUNICATION)

2

Yes
2. Demonstrate reasoning and decision-making skills that reflect critical thinking (problem-solving, creative thinking, quantitative reasoning, application, and resource management) and the current state of culinary arts/science. (COGNITION)

3

Yes
3. Use print materials, personal communications, observations, and electronic media efficiently and ethically to locate, retrieve, evaluate, organize, and present information needed to meet educational, personal, and professional objectives. (INFORMATION COMPETENCY

4

Yes
4. Apply work ethics, attitudes, and professional codes of conduct in the workplace with guests and with members of the culinary team including co-workers and supervisors. (SOCIAL RESPONSIBILITY)

5

Yes
5. Demonstrate commitment to culinary arts and food service practices through professional behaviors that meet industry standards. (PERSONAL RESPONSIBILITY)

A) Evidence of Industry Validation

Accredited with American Culinary Federation Education Foundation.Received Exemplary Accreditation im 2010, valid until 2017.

RComplete and submoit ACFEF accreditation renewal annually.

B) Expected Level Achievement

Reach Benchmark Assessment.

Complete ACF competencies aligned with SLO's

C) Courses Assessed

CULN 101B,CULN 101C, CULN 102B,CULN 102C, CULN120,CULN112, CULN130, CULN150,CULN160,CULN271,CULN221,CULN222,CULN240,CULN115,CULN294

D) Assessment Strategy/Instrument

Campus-wide CARD system.

Advisory Board meeting recomendations.

American Culinary Federation (ACF) recommendations.

First phase of LiveText implemented in CULN 240 and CULN 150

E) Results of Program Assessment

Program recognized the need for a safer facilty for student learning. This was obtained via the APRU process, by renovating the bookstore into a demonstartion kitchen and Classroom.This was achieved January 2013.

Attached are results or 2012 program CARD assessment:

Program        

  Program       PSLO#   PSLO Title            # of Assesments  % Met Benchmark
Culinary Arts    1a    Written Communication    476                      78
Culinary Arts    1b    Oral Communication         119                      82
Culinary Arts    2a    Critical Thinking                  73                     97
Culinary Arts    2b    Quantitative reasoning       141                     65
Culinary Arts    3    Information Literacy              126                  100
Culinary Arts    4a    Professionalism and Ethics  17                  100
Culinary Arts    4b    Teamwork                           39                  100
Culinary Arts    5    Practices and behaviours       17                   100

 

F) Other Comments

No content.

G) Next Steps

Increase TSF monies alloted  for  non-production CULN classe to maintain student learning outcomes.

Obtain via TSF funding, 1 additional cafeteria  staff in order to increas guest satisfaction and generate revenues

Via CIP, construct  International Cultural Outrdoor IOpen Kitchen (iCook) to collaboratively work with students across campus and community.