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CHFS
(Culinary, Hospitality, and Food Service)

• Advisory Comittee

Vision:

The Culinary Arts and Hospitality Management Program is:
Forging a first class venture of education and business that promotes career growth and supports the success of the industry

Mission:
Contributing to the success of students, the industry, and the institute through partnerships, education, and innovation

Adopted on April 2, 2004
By the Culinary Arts and Hospitality Management Program
Advisory Committee

Mission Components

Mission Component #1: Curriculum and Learning

Strategic Priority 1.0.

Respond to industry and labor market needs with high quality, relevant educational and production experiences leading to the award of credentials.

1.1 Designed to Industry Standards – Outcome Based Curricula:
Actively collaborate with leaders from culinary and hospitality industry sectors to develop a focused, outcomes-based curricula plan which articulates with baccalaureate institutions, high schools and other industry programming and establishes clear student-learning standards and outcomes.

1.2. Noncredit/Credit Curricula Continuum:
Integrate credit and non-credit learning options in a career ladder approach that provides a logical, lifelong learning continuum for growth and development in the culinary and hospitality industry.

1.3. Experiential/Work-Based
Incorporate into the curriculum, the appropriate work-based, hands-on learning experiences including, internships, apprenticeships, on-line courses, critical thinking and problem solving skills.

1.4 Continuing Education:
Develop comprehensive professional certification programs offering continuing education in areas of American Culinary Federation certification, sanitation, alcohol awareness, nutrition, and supervision.

Outcome: degrees, certificates, ACF certification, and NRA and AHLA certifications.

Mission Component # 2: Community Education and Service

Strategic Priority 2.0

Support community interest and involvement in culinary arts, food service, and hospitality.

2.1 Community Enrichment:
Develop dynamic growth and enrichment opportunities for all segments of the community through the delivery of avocational courses and activities.

2.2 Community Education:
Become the leading sponsor of consumer education for culinary- and hospitality-related topics. This includes guest lecturers.

2.3 Community Service:
Be actively involved in community events such as fundraising, culinary competition, and community dinners and activities, and other service events.

Outcome: community events, high school and post-secondary culinary courses, competitions, summer institutes, community dinners, and service activities.

Mission Component # 3: Partnerships and Collaboration

Strategic Priority 3.0.

Partner and collaborate with business, industry, educational institutions, and government agencies.

3.1 Industry Involvement:
Actively involve industry leaders in the design of curriculum and the development of work-based learning experiences.

3.2 Partnerships in Industry:
Establish partnerships with culinary and hospitality industry to facilitate teaching and learning and to provide a broad range of educational experiences.

3.3 Partnership in Learning:
Develop a seamless educational continuum by partnering with high schools, colleges, universities and community agencies.

3.4 Job Placement:
Collaborate to establish job placement services for students and provide a workforce recruitment service for the industry.

Outcome: internship sites, professional community involvement, guest speakers, field trip sites, college food service support, incorporated work-based/experiential curricula components, jointly sponsored training programs established with the:

• Oregon Restaurant Association,
• National Restaurant Association,
• American Hotel and Lodging Association.