Cal Poly Pomona

P&R Responses for recommendation 104

Recommendation 104
Department CSHM
Consensus Opinion NA out of NA faculty/staff : NA
Consensus Explanation The Collins School of Hospitality Management (CSHM), located in one of the largest and fastest growing hospitality markets in the world, has grown from a small department in the College of Business in 1973, to one of the largest hospitality management programs in the USA. It is both nationally ranked and hospitality industry supported: the school was created in response to the explosive and sustained growth in the hospitality and tourism industries and the corresponding need for well educated managers. Ranked 3rd among all hospitality management programs in North America, CSHM has earned an excellent academic reputation and is poised to become a world-class school with a strong and talented faculty and a new dean who have a vision of the future, a solid strategic plan and a clear understanding of what it will take to continue to excel.

Enrollment and FTE growth have been strong and are projected to continue. FTES during Fall Quarter 2007, were 504.3 reflecting a 14.5% increase over 2006. This was nearly identical to the 14.3% FTE growth between Fall 2005 and Fall 2006. Meanwhile, the number of majors enrolled in CSHM (800+) more than doubled in less than nine years. These increases are expected to continue because of the excellent reputation CSHM (and its graduates) has within the hospitality industry as well as among the many high schools and community colleges that recommend the CSHM to their students.

In order to maintain its high standards and strong academic reputation, CSHM must be able to address its Student to Faculty (SFR) ratio, which has been increasing dramatically in recent years. In 2004 SFR was 23.8 and 23.2 in 2005. Predictably, this ratio has increased to higher levels as student enrollment continues to outpace the CSHM budget. If this SFR rise continues, it will threaten the quality of the CSHM program, its national ranking, the reputation of its graduates and will negatively impact the School’s commitment to excellence.

While CSHM donors have readily funded our buildings, endowments and scholarships, such restricted funds were neither intended or available for covering operating expenses. As a result, the funds needed to cover the shortfalls in annual operating budgets have come from unrestricted gifts from donors instead of from state budget funding. Using donor gifts to fund operations budget shortfalls (as well as faculty and staff salaries in prior years), has essentially competed against CSHM fundraising efforts intended to secure the School’s future. This situation represents a serious problem, because as CSHM enrollment continues to rise, building new, well-equipped facilities will be a necessity rather than an option.

Industry donors have already contributed $11 million+ to provide the educational facilities and equipment necessary for CSHM to be a premier academic program. These facilities have meant that the state funded and developed facilities on campus that would have been needed by the students, faculty, staff and administrators of a rapidly growing CSHM have been “freed up” so that they could be used by other CPP departments that desperately needed more space.

CSHM has exceeded all targets and expectations for increases in quality and size for nearly ten years. Therefore, the School should receive enhanced funding as an outcome of the CPP Prioritization and Recovery process.
Minority Opinion NA out of NA faculty/staff : NA
Minority Explanation

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