HOSPITALITY MANAGEMENT An interdisciplinary Bachelor s Degree program for Montana State University emphasizing:

HOSPITALITY MANAGEMENT An interdisciplinary Bachelor s Degree program for Montana State University emphasizing: RESTAURANT MANAGEMENT: FARM TO TABLE LODGE MANAGEMENT & RURAL TOURISM VALUE-ADDED FOOD ENTERPRISE SPORTS & RECREATION ADMINISTRATION Contact: Alison Harmon PhD RD LN Associate Professor Food and Nutrition; Sustainable Food Systems Dept of Health and Human Development College of Education, Health & Human Development Montana State University- Bozeman P.O. Box 173360 Bozeman MT 59717 406-994-6338 (office) 406-579-7420 (mobile) harmon@montana.edu

Proposal submitted by: Alison Harmon, Health and Human Development & Stephanie Gray, Gallatin College Co-sponsors: Lynda Ransdell, Dean, College of Education, Health & Human Development Glenn Duff, Dean, College of Agriculture Kregg Aytes, Dean, College of Business Coleen Kaiser, Montana Dietetic Internship Director Melody Anacker, Food & Nutrition; Dietetic Program Director Selena Ahmed, Health and Human Development; Sustainable Food & Bioenergy Systems Carmen Byker, Health and Human Development; Food & Nutrition Mary Miles, Health and Human Development, Health & Human Performance Lynn Paul, Health and Human Development, Food & Nutrition Extension Specialist Craig Stewart, Health & Human Development, Health Enhancement Graham Austin, College of Business Virginia Bratton, College of Business Bill Dyer, Plant Sciences & Plant Pathology; Sustainable Food & Bioenergy Systems Mac Burgess, Plant Sciences & Plant Pathology; Sustainable Food & Bioenergy Systems David Baumbauer, Plant Sciences & Plant Pathology; Plant Growth Center & Horticulture Farm Manager Tracy Dougher, Department Head Agricultural Education; Plant Sciences & Plant Pathology Pat Hatfield, Acting Department Head, Animal & Range Sciences

TABLE OF CONTENTS Introduction... 3 Proposal Development, Stakeholder Benefits & Needs Assessment Highlights... 3 Program Identity and Institutional Fit... 8 Program Philosophy... 8 Institutional & MUS System Fit... 9 Naming the Program... 15 The Curriculum... 17 The Degree and Options... 17 Coursework Requirements Common to All Options... 18 CORE Coursework Required in All Options... 18 Option Specific Coursework... 19 Supporting Coursework for Hospitality Management Options... 20 Implementation Plan... 21 Proposed Future Organizational Structure... 22 Future Curriculum Development... 25 Collaboration with Gallatin College... 26 Resources Needed... 26 Infrastructure Needs... 27 Human Resource Needs (Faculty and Staff)... 28 Program Assessment... 29 Terminology... 30 Scan of Existing Programs... 32 Salary Information for Hospitality Management Professionals... 34 Potential Contacts and Partners... 36 APPENDIX Montana Board of Regents Curriculum Proposal Forms:... 39 Level II proposal for Hospitality Management Bachelor s Degree Program... 39 Level II proposal for Associate s of Applied Science Degree in Farm to Table Culinary Arts... 57 Budget (Justification):Hospitality Management Degree Program and the School of Interdisciplinary Studies in Food, Agriculture, and Business... 72 Course Requirements for Proposed Degree Options:... 74 Restaurant Management: Farm to Table... 74 Lodge Management & Rural Tourism... 75 Value-Added Food Enterprise... 77 Sports & Recreation Administration... 78 Course Requirements for a 2-Year Associate of Science Degree:... 79 Culinary Arts: Farm to Table... 79 Listing of all proposed new courses by option... 81

New Course Emphases and Notes... 82 MSU Catalog Rubrics... 84 4-Year Implementation Plan New Course Emphases and Notes... 85 Proposed Teaching Loads for Hospitality Faculty... 88 EAB Needs Assessment Reports:... 89 Employer Demand for Culinary Arts Associate s Degrees... 89 Employer Demand for Hotel, Restaurant, and Tourism Management Bachelor s Degrees... 96 MSU Billings BS Degree in Outdoor Adventure Leadership... 103 Curriculum Comparison Chart for MSU Bozeman/MSU Billings... 107 U of M BS Degree in Parks, Tourism, and Recreation Management... 109 Curriculum Comparison Chart for MSU /U of M... 111 Montana Department of Commerce, Office of Tourism Fact Sheet... 113 Grow Montana: Montana s current food system is ripe with opportunities... 115 Hospitality in the News... 117 Reinventing the ranch, BDC 8.24.14... 117 Economic Impact (tourism in Gallatin County), BDC 8.19.14... 120 Three downtown hotels expected to open within 18 months, BDC 4.23.14... 121 Agritourism growing part of travel industry, Flathead Business Journal 5.19.14... 123

Introduction This proposal is for a new interdisciplinary Bachelor s Degree Program in Hospitality Management that capitalizes on MSU s strengths in Food, Agriculture, and Business, is well-aligned with Montana s brand of tourism, and addresses current demand from hospitality and food industry stakeholders, future employers, and students. The Hospitality Degree program is an interdisciplinary bachelor s degree program that can be completed in 3 years. It incorporates existing coursework from Food & Nutrition, Agriculture, and Business. New courses will be designed to bridge business management skills with content in food and agriculture such that graduates are prepared to become valued employees and successful food, hotel, tourism, sports, and recreation entrepreneurs. Four degree options are proposed: Restaurant Management: Farm to Table; Lodge Management & Rural Tourism; Value-Added Food Enterprise; and Sports & Recreation Administration. Each of these options is distinct in the state and region and has the potential to stimulate the industry and professionalize the future workforce for Montana s tourism economy. Proposal Development, Stakeholder Benefits, & Needs Assessment Highlights Proposal Development: Dr. Alison Harmon (Health and Human Development Faculty) volunteered to develop this proposal as the content of the proposed curriculum overlaps well with her academic training and teaching experience (food and nutrition, culinary fundamentals, farm to table cuisine, small business and entrepreneurship, and sustainable food systems). Additionally, Dr. Harmon was a leader in the development of the interdisciplinary Sustainable Food & Bioenergy Systems (SFBS) Degree Program for MSU. In its fifth year, this program enrolls approximately 90 students and has 40 alumni. Original enrollment goals have been exceeded by 100%. Proposal development was guided by input from MSU experts, MSU students and alums, and industry stake-holders. Additionally, a needs assessment was conducted by Education Advisory Board to determine employer demand for graduates with Hotel, Restaurant, and Tourism Management Bachelor s Degrees and Culinary Arts Associate s Degrees. A focus group was conducted in collaboration with the Bozeman Area Chamber of Commerce involving hospitality managers in the Gallatin Valley. Individual interviews were conducted with foodservice directors, restaurant managers, and culinary experts. Meetings with faculty and program leaders, and curriculum committees in the College of EHHD, College of Business, and College of Agriculture have shaped each of the degree options, and are on-going. Feedback has been incorporated or retained for future consideration. 3

Stakeholder Benefits: Currently, there are no programs in Hospitality offered at 4-year degree institutions in Montana, yet tourism is one of Montana s leading industries, and according to interviews with stakeholders, hospitality management jobs are difficult for employers to fill. According to the Montana Office of Tourism, eleven million visitors came to Montana in 2013, contributing $3.6B to the state s economy. Tourism and recreation businesses support 48,260 Montana jobs. According to a recent report by the University of Montana s Institute for Tourism and Recreation Research, Gallatin County leads the state in tourist spending ($667M in 2013), with tourism contributing to 6,500 local jobs (Bozeman Daily Chronicle, 8.19.14). There is a need for professionally trained managers in the hospitality industry across the state. As the land grant institution of Montana, MSU is uniquely positioned to provide this education and training. Hospitality industry stakeholders in Montana will benefit from having a pool of qualified candidates when hiring food and beverage or hotel managers, positions that are currently difficult to fill. Additionally, they will have the opportunity to work with, train, and hire hospitality students to fill positions that would normally be filled by individuals who are seeking employment, but have no interest in the hospitality profession. Food and agriculture industry stakeholders in Montana will also benefit from the proposed degree program in that many constituents have been seeking academic expertise in the area of value-added agriculture or small-scale food processing. According to the MT Department of Agriculture, Agriculture is Montana s largest industry, generating $4.2B for agricultural products and services in 2012. However, most of our agricultural products are exported raw, a missed economic opportunity for the state s economy and for agricultural producers. Relative to 1950, a much smaller percentage of what we consume in the state was produced here. As a state, Montana has the potential to become much more food self-reliant with the right training for food and agricultural professionals. Currently, the number of jobs in food product manufacturing is growing, making it the third largest manufacturing sector (Grow Montana; growmontana.ncat.org). College graduates need the appropriate skills in order to fill these new positions, and the industry needs technical assistance from the Land Grant University. The sports and recreation industry in the state and region will benefit from having a workforce trained in professional business and management skills. Montana is home to first class outdoor recreation opportunities, and many of the tourists who visit the state do so to gain access to National Parks including Yellowstone (3 million annual visitors) and Glacier (2 million annual visitors). In 2013, Gallatin Field Bozeman became the state s highest volume airport (Gallatin Field), and ski visits in Montana increased from the previous season by 3%, for a near record total of 1.4 million. (Source: Institute for Tourism and Recreation Research). There are nearly 600 sports facilities in the state of Montana (source: www.sportscourts.com), and the Chamber of Commerce lists 49 facilities in Bozeman alone. In April of 2014 the Bozeman City Commission unanimously approved $7.5 million for a new sports complex. The fields will be used for youth soccer, lacrosse, rugby, football, field hockey, ultimate Frisbee and possibly baseball and softball. This complex is predicted to generate millions of dollars for the community (source: Bozeman Daily Chronicle 4.7.14). 4

Opportunities for entrepreneurship abound for students with the appropriate education and training for success. Students will benefit from this program designed specifically to develop hospitality managers. The curriculum provides a combination of business skills along with content knowledge in food and agriculture, hotel or lodge management, and/or sports and recreation. The program includes hands-on training, experiential learning, and internships. Most importantly there are both existing jobs and entrepreneurial opportunities for graduates. Needs Assessment Highlights: Demand for the program was assessed in three different ways: 1) using an independently conducted analysis by Education Advisory Board, 2) conducting focus groups and interviews with industry stakeholders, and 3) a review of current enrollment in related programs offered at MSU Bozeman, MSU Billings and UM along with informal communications and follow-up with SFBS alumni. According to an assessment conducted by Education Advisory Board (in collaboration with Burning Glass and Labor/Insight TM ) the overall demand for positions with hotel, restaurant, and tourism management skills has risen steadily since 2010. Between 2010 and 2013, the number of job postings grew 14.3% overall, and 44% in the region. This trend is predicted to continue. Employers are predominantly seeking graduates with traditional business and finance skills (accounting, financial reporting, and sales), and skills specific to hospitality (restaurant management, food safety, and event planning). Between May 2013 and April 2014, 97 positions were posted in Billings MT alone, but more than 4,000 jobs were posted in the region (including Seattle, Portland, Salt Lake, Boise, and Spokane). The most predominant employers were foodservice establishments and food distribution companies, travel agencies, fitness centers and gyms, and hotel chains. The most predominant job titles for graduates were restaurant manager, retail manager, store manager, general manager, and assistant manager. The most common relevant occupations for positions included foodservice supervision and management, sales management, marketing management, accountants, lodging management, event planning, and human resource management. No competitor programs exist in the state of Montana, although there are programs in Washington, Utah, Idaho, and North Dakota, and South Dakota. Regarding growth and decline in the demand for Associate s Degree graduates with a Culinary Arts Skills, the report states that the number of positions requiring a Culinary Arts Associate s Degree declined 17.5% from 2010-2013, but that positions requesting either high school or an associate s degree grew by 24.8% during the same period. Between 2010 and 2014, the number of job postings that requested associate s degrees grew at an overall rate of 16%. Job postings for professional cooking jobs do not always use the term Associates Degree in position descriptions, though having an AAS Degree would make a candidate more competitive. 5

The skills sought by employers predominantly included employee training, merchandising, cash register operation, repair, cooking, event catering, food safety and food service experience. This listing suggests that an Associate s Degree in Culinary Arts should include business management content and skill development. Potential employers include hotels, hospitals, and foodservice contractors, in addition to restaurants. Top job titles for graduates with culinary arts degrees include cook, store manager, and restaurant shift supervisor. In Montana, Flathead Valley Community College and Missoula College at the University of Montana offer Associate of Applied Science Degrees in Culinary Arts and Food Service Management respectively. In focus groups and interviews, general managers of hotels, foodservice directors, and restaurant owners/managers suggested that they have difficulty filling management positions, and that they would prefer to fill front line positions with students enrolled in hospitality programs who were interested in hospitality careers. According to local hospitality industry stakeholders, the most important skills required of graduates are related to customer service and human resource management. Many focus group participants and interviewees expressed interest in developing an internship program to accompany an MSU degree program, stressing the value of a degree that includes experience working in the industry. Participants were very supportive of developing a degree program at MSU and eager to be involved in an industry stakeholder advisory council. According to stakeholders, one of the most important perceived benefits of a hospitality degree program at MSU is the potential to professionalize the future workforce for the hospitality and tourism industry in Montana. That is, workers and managers in the hospitality industry would have more professional skills and hospitality expertise, particularly in customer service and human resource management. With the increase in the boutique and luxury hotel industry in Bozeman, there is a need for increasing the skills and professionalism that sophisticated tourists expect, and for which there is no ready supply. We see an opportunity to develop tomorrow s leaders in these areas. Student demand is evident through advising of current and past students in the Sustainable Food & Bioenergy Systems Degree Program, 10% of whom would have enrolled in the Restaurant Management: Farm to Table option had it been offered, and another 5% in the Value-Added Food Enterprise option (There are currently 90 SFBS students, and the degree program is 5 years old). SFBS graduates have suggested that additional business content and skill development in the curriculum would have helped them be more immediately successful. Judging from the success of SFBS in attracting both in and out-of-state students, it is reasonable to assume that an interdisciplinary Hospitality Management Degree program that emphasizes sustainability would also be attractive and ultimately successful. The number of food and nutrition majors has also grown 13.5% in the last five years to 126 students. The hospitality degree program would be an alternative for students interested in food who do not wish to pursue a career in dietetics or nutrition science. 6

Health and Human Performance (HPP) is the most heavily enrolled major in the Department of Health and Human Development. In fall 2013, there were 405 majors, representing 42% of the total number of undergraduate majors in HHD. This degree program has grown 60% since 2010. Students in this major are aiming for careers in physical therapy, personal training, and exercise physiology in addition to graduate school. Of the 405 majors, 72 are enrolled in the Kinesiology option. HHP faculty estimate that based on career goals, approximately 30% of these would enroll in the Sports & Recreation Administration option of the proposed Hospitality degree program. These students in fact might be interested in managing recreation programs and sports facilities, and would benefit from academic training in business and management in addition to content in hospitality management. The Health Enhancement major has been holding fairly steady for the last 5 years at 54 students, but 63 students are currently enrolled in the more recent offered Coaching Minor. This is another subset of students who would be interested in the Sports & Recreation Administration degree option. Providing current students with a more appropriate academic path will have a positive impact on student retention and graduation rates. However, we believe the Hospitality degree program will be even more successful at attracting new students, and out-of-state students. MSU already has an excellent reputation for training students in Food & Nutrition, Dietetics, and Sustainable Food Systems (see links below). We can capitalize on this momentum to market a related degree program in Hospitality Management. Montana will be an attractive place to study restaurant management: farm to table, lodge management and agritourism, value-added food enterprise, and sports and recreation administration. Publicity for MSU s food-related programs: http://www.alliedhealthworld.com/blog/10 dietetics and nutrition programs to check out.html http://www.montana.edu/news/11716/msu program named one of the 10 best collegehttp://www.montana.edu/news/12660/msu s towne s harvest garden receives national recognition http://www.montana.edu/news/15163/msu-s-towne-s-harvest-garden-receives-recognition-for-outreach-engagement 7

Program Identity & Institutional Fit Program Philosophy Themes of the Hospitality Management Degree Program are similar to those of Sustainable Food & Bioenergy System (SFBS): Interdisciplinary, Experiential, Entrepreneurial, and emphasizing Systems Thinking. The purpose of the proposed curriculum is to assist students in finding their profession, giving them the complete academic package for career success in management of hospitality enterprises. More broadly, the curriculum enacts the land grant mission by supporting Montana s rural communities, the environment, and the economy. An academic program in hospitality management will elevate workforce professionalism in a state where approximately 11 million visitors come each year to experience western fare, our agricultural and ranching culture, outdoor sports, and wilderness. Sustainable enterprises will be the focus, while staying true to the character of Montana rugged individualism, adventure, self-reliance, agricultural and ranching heritage, and entrepreneurship. Currently, there are no hospitality programs in the state, and none in the region that emphasize farm to table cuisine or agritourism. Vision A vibrant hospitality industry in Montana providing professional customer service and inspiring visitors to engage in our communities, cultures, and landscapes. Mission The Bachelor of Science degree program in Hospitality Management is a one-of-a-kind interdisciplinary curriculum preparing PROFESSIONALS who will develop and manage successful hospitality enterprises that promote community engagement and rural economic development in Montana and the region. 8

Institutional and System Fit How Hospitality Management is connected to existing programs: There are several existing programs that will be interdependent with a new degree program in Hospitality Management, most notably the Sustainable Food & Bioenergy Systems degree program, the Montana Dietetic Internship, and Towne s Harvest Garden. Sustainable Food & Bioenergy Systems (SFBS) is a 4-year Bachelor s degree program that integrates coursework in agroecology, crop production, animal science, and food and nutrition. This interdisciplinary curriculum is a collaboration among four MSU departments (HHD, PSPP, LRES, and ANRS) in two different colleges (EHHD and Agriculture). Students began enrolling in SFBS in Spring 2009. Currently the program has approximately 90 majors and 40 alums. SFBS has attracted many new students to the study of food and agriculture while emphasizing interdisciplinary and systems thinking. Graduates are prepared to begin addressing society s multi-factorial food and energy issues and seek careers in small scale food production and marketing, community development, food and energy policy, nonprofit organization management, foodservice and other kinds of food enterprise. Relevant SFBS courses will be incorporated into the Hospitality Management Degree. Students who are seeking careers in culinary arts, restaurant or foodservice management, catering, or valueadded agriculture would be better served by a degree in Hospitality Management that integrates more business and management coursework and provides additional hands-on experience with developing and managing a foodservice or value-added enterprise. The Montana Dietetic Internship (MDI) provides students who have earned undergraduate degrees in dietetics with the required supervised practice experience for becoming registered dietitians. MDI, which began enrolling interns in 2011, is currently a 10-month long non-degree graduate program, and preference for admission is given to MSU graduates in food and nutrition (dietetics option). However, MDI s unique concentration in Sustainable Food Systems makes it one of only two in the nation with that designation and as a result, serves to attract between five and ten out-of-state applicants for each available slot. Of the 28 interns who have completed the program to date, 93% have passed their dietetic registration exam, and 90% are employed in the field of dietetics (half of those in the state of Montana). The 18 interns who have completed the program during the summer of 2014 will now prepare for their registration exam and seek employment in Montana and elsewhere. The field of dietetics encompasses medical nutrition therapy, community nutrition education, and foodservice management. MDI interns complete rotations in each of these areas with preceptors in contracted facilities across the state of Montana including hospitals, schools, clinics, public health departments, state agencies, and at MSU. 9

A Hospitality Management Degree would serve to enhance MDI, in that more of the required hands-on foodservice management training could be provided at MSU. Towne s Harvest Garden (THG) is MSU s 3-acre organic campus farm, located at the BART farm, 1 mile west of campus. It serves as an experiential outdoor classroom, living research laboratory for studying local food systems, and a space for community engagement and service learning. THG was initiated by students and faculty in 2006, and is currently in its eighth year of production and food distribution. THG primarily distributes food through a community supported agriculture program (CSA) where members pay for a share of produce in advance of the season, and then visit the farm each week to pick-up their share of the harvest. Additionally, THG operates a weekly campus farm stand in the summer and early fall, operates a Community Food Truck (CFT) which transports discounted produce to rural communities surrounding Bozeman, and offers discounted weekly shares of produce to students who visit the farm on Friday afternoons in the late summer and early fall. Finally, THG provides food for the MSU Foodservices Montana Made program when requested. THG is thoroughly integrated into the SFBS curriculum. SFBS students spend a summer or fall semester at THG experientially learning about small scale food production and distribution from planting seeds to transplanting, weeding, irrigating, pest management, composting, harvesting, field washing and bundling, and marketing. This course is called the Towne s Harvest Practicum. Another SFBS course that utilizes THG as a classroom is Culinary Marketing Farm to Table. Culinary Marketing students also experience garden maintenance, and then harvest produce specifically for food preparation in the Herrick Hall Foods Lab. Collectively they complete a quantity food project that is known as the annual Towne s Harvest President s Lunch, which is served on the farm using rented tables and chairs, and tableware transported from the Foods Lab. Montana Dietetic Interns also experience THG in the first two weeks of their internship when they complete a rotation in sustainable food systems. They experience harvesting, field washing, and marketing, and experiment with recipe development and food preservation in the Herrick Hall Foods Lab. THG is a vital component of each of these academic programs and courses. Hospitality Management students would also complete part of their training at THG, in a practicum course focused on kitchen garden management of high value crops for farm to table culinary enterprises. 10

A Hospitality Management Degree Program would also incorporate coursework currently offered in the College of Business, coursework in the Food and Nutrition, Health & Human Performance, Health Enhancement, and Family and Consumer Science curricula in the Health and Human Development Department, coursework offered by the Agriculture Education Department, and coursework offered by the School of Architecture. Additionally, activity courses offered through the Recreational Sports and Fitness will complement the Sports and Recreation Administration option. How Hospitality Management will change existing programs at MSU: Approval of the proposed program will not require any major changes to any existing programs. Resources are available from the Provost s office if additional sections of courses need to be offered due to high demand. The proposed program will attract new students to MSU and provide new education and training opportunities for dietetic interns, and students in Food and Nutrition, SFBS, and Agricultural Education. There are several existing courses in which small changes will be made to avoid duplication, or where some clarification of content may be useful in light of the new courses proposed. These are listed below. (More specific details about the curriculum can be found in the Appendix). NUTR 226: Food Fundamentals and NUTR 227: Food Fundamentals Lab comprise an existing twocourse series that is part of several existing degree programs including Food & Nutrition, Family and Consumer Science, and the SFBS Sustainable Food Systems option. NUTR 226 is a 3 credit lecture course open to non-majors, but NUTR 227 is restricted due to limited lab section capacity. The series focuses on the fundamentals of food science with emphasis on each of the food groups from agricultural production through food processing and finally preparation for consumption. Culinary considerations are part of the content. The lab portion consists of a series of food experiments that allow students to gain hands-on food preparation experience in a home-style kitchen (rather than a commercial kitchen), and also the opportunity to explore food science concepts in a laboratory setting. The proposed CULA 101: Intro to Culinary Arts, would be more focused on the introduction and development of practical skills and professional cooking in a commercial kitchen setting, appropriate for future chefs, restaurant managers, and food processing entrepreneurs. To emphasize the distinction, NUTR 226 might be renamed Food Science Fundamentals and NUTR 227 likewise Food Science Fundamentals Lab. NUTR 322: Foodservice Systems Management is a 3 credit lecture course covering content related to foodservice systems and management theory and currently includes the National Restaurant Association s ServSafe Training and Certification. This is also a course for Food & Nutrition majors and SFBS Majors in the Sustainable Food Systems option. One of the major projects in this class is the conceptual design of a restaurant operation or foodservice. This is an appropriate course for Hospitality Majors, though the ServSafe training and certification would be offered in an earlier new course called HOSP 1XX: Food Safety & Sanitation. This component would be retained in NUTR 322 as optional for those students not taking HOSP 1XX: Food Safety & Sanitation as part of their curriculum (currently the content is delivered on-line). For clarity, it would be logical to update the rubric of this course and NUTR 395: Practicum: Quantity Foods Production & Management to HOSP rather than NUTR. 11

NUTR 351: Nutrition and Society is a 3 credit lecture course focused on the principles of community nutrition, food policy, nutrition education, and public health. Nutrition and Society is a required course for Food & Nutrition Majors and SFBS Majors in all options and will be part of the two Hospitality Management options dealing with food. Currently NUTR 351 contains a small amount of content (1 lecture and 1 project) related to food and culture. A separate proposed NUTR 251 Food & Culture has long been needed/desired for the Food & Nutrition curriculum, and would be needed by the food options of the Hospitality Management Degree and the 2-year Associate s Degree in Culinary Arts offered by Gallatin College as well. Therefore the food and culture component of NUTR 351 would be eliminated, reducing crowding of content in that course, so that the food and culture content can be covered much more comprehensively and appropriately in a new course. What makes a Hospitality Management Degree program distinct? While there will be some interdependence among Hospitality Management and existing programs, the proposed degree is distinct because it is designed to provide business and management training in the specific areas of foodservice, lodging, rural tourism/agritourism, sports and recreation. The program combines existing courses in a unique way and adds new courses where necessary to complete the degree and various options. This is an interdisciplinary degree program that will be oneof-a-kind in the state of Montana and beyond. Hospitality Management will advance the strategic goals of the institution: The proposed program is well-aligned with MSU s strategic plan by contributing to learning, discovery, and engagement, improving access to education, demonstrating financial and environmental stewardship of university resources, and providing ample opportunities for the integration of scholarship activities. 12

Hospitality Management graduates will be prepared for existing career opportunities. The needs assessment demonstrated that job opportunities in this field are growing. The curriculum includes the hands-on experience that is attractive to employers, and the human infrastructure of the program is planned such that students will receive job placement support. Collaborating with Montana employers to provide internship experiences will in turn create an employment network for graduates. This interdisciplinary program will bring together diverse group of faculty who can collaborate on research, grant-funded projects, and other forms of scholarship. Built into the Hospitality Management curriculum are multiple opportunities for community engagement, service learning, and outreach in Montana s rural communities and beyond. Like SFBS, THG, and MDI, Hospitality Management will provide a means for facile integration of learning, discovery, and engagement. The curriculum itself is learning opportunity that is worthy of research, publication, and dissemination. The planned community engagement that is central to the curriculum is an essential part of the learning experience and will encourage inquiry that leads to new discoveries in farm to table cuisine, agritourism, value-added food enterprise, and recreational sports management. Coordinating a Bachelor s degree program in Hospitality Management with a Culinary Arts program offered by the Gallatin College will improve opportunities for students who might have discontinued their education with a two-year degree by creating a clear pathway to a BS. Sustainability is at the core of the proposed degree program in Hospitality Management. The curriculum incorporates teaching on sustainability from resource conservation, to social justice and strengthening local economies through entrepreneurship in agriculture and tourism. In addition, the proposed program provides the university with entrepreneurial opportunities, thus contributing to stewardship of financial resources on campus. MSU Strategic Plan 2012 Goals MSU prepares students to graduate equipped for careers and further education. MSU will raise its national and international prominence in research, creativity, innovation and scholarly achievement, and thereby fortify the university s standing as one of the nation s leading public research universities. Members of the Montana State Community will be leaders, scholars and engaged citizens of their local, national and global communities, working together with community partners to exchange and apply knowledge and resources to improve the human prospect. By integrating learning, discovery and engagement, and by working across disciplines, the MSU community will improve the world. Montana State University is committed to widening access to higher education and ensuring equality of opportunity for all. As steward of a land-grant institution, MSU will responsibly manage its human, physical, economic and environmental resources in an open and sustainable manner. 13

Related Programs within the MSU system: Currently, a Bachelor s Degree in Hospitality Management is not offered in the Montana University System. Flathead Valley Community College and Missoula College at the University of Montana offer Associate of Applied Science Degrees in Culinary Arts and Food Service Management respectively. The proposed Culinary Arts: Farm to Table AAS Degree has a unique emphasis on Sustainability, and will address local demand for professional cookery training. The proposed Gallatin College Program is being designed in collaboration with the Hospitality Degree to encourage 2-year degree students to continue their education and earn a BS Degree. The University of Montana offers a BS in Parks, Tourism and Recreation Management and a minor in Recreation Management (in the College of Forestry and Conservation). This degree program emphasizes Natural Resources, Ecology, Wilderness Protection and Outdoor Recreation; and course requirements include two business courses (Financial Accounting and Managerial Accounting), as well as courses titled Nature Based Tourism, Tourism & Sustainability, and Outdoor Recreation Management. According to faculty at UoM, this program has been in existence for more than two decades (though its name has evolved. Enrollment has been steady at 100-120 students. MSU Billings offers a Bachelor s Degree in Outdoor Adventure Leadership (in the Department of Health and Human Performance) which emphasizes exercise science, outdoor activities and skills, and leadership development; and course requirements include Adventure Leadership, Outdoor Recreation in the United States, and Organization and Administration in Health Enhancement. Enrollment in the MSU Billings program has been fairly steady since 2011 with an average of 40 majors. (Source for enrollment data is the Office of the Commission on Higher Education. Both degree program course requirement listings can be found in the Appendix of this proposal). There will be some similarities between these two existing programs and the proposed Hospitality option in Sports and Recreation Administration which includes courses titled Foundations of Exercise Science, Managing Healthcare Organizations, and a new course in Recreation Management (which will not be limited to outdoor or adventure-based recreation, but also include content related to management of rural/agriculture-based tourism, private sports clubs, fitness facilities, and gyms). The proposed Hospitality Management Degree Program is more interdisciplinary than either of the degree programs described above, including approximately 18 credits of business management coursework in all options as well as core courses in hospitality (food, lodging, and tourism). The intended niche of the Hospitality Management Degree program is restaurant and lodge management with an emphasis on farm to table and agritourism. The intended niche of the sports and recreation administration degree option is the management of gyms, recreation, and other health and fitness related facilities, and not necessarily on nature tourism, or outdoor adventure leadership. Hospitality Management students would have the opportunity to complete part of their studies at MSU Billings (or UofM) if outdoor adventure leadership were of interest. Alison Harmon has been in communication with faculty at both UofM and MSU Billings to discuss the distinct niche of each program. Curriculum comparison tables are in the Appendix. There is currently significant demand for coursework related to sports and outdoor recreation among MSU Bozeman students, a plethora of local opportunities for outdoor recreation in the surrounding area, and Gallatin County leads the state of Montana in tourist spending. Some duplication in the area of outdoor recreation and tourism may be justified in the future. 14

Naming the Program The name of the program is worthy of thoughtful consideration for two reasons. A strong conventional name will ensure that prospective students searching for hospitality programs using the internet will locate MSU's program quickly, and that this program will be perceived as being of high caliber. A unique and descriptive name will attract attention and interest, and reflect what is nationally unique about MSU's program. The proposed degree program and option names are intended to be consistent with the tourism brand being promoted by the MT Department of Commerce, Office of Tourism. Degree Title: Hospitality Management This degree name is similar to that of programs at other universities (See Scan of Existing Programs at the end of this document). It is simple and straightforward. Additionally, the term Hospitality does not overlap with the name of Recreation and Tourism Management Degree currently offered by the University of Montana. Hospitality encompasses foodservice, hotel, tourism, recreation, and events, therefore covering breadth of the proposed program. Curricular Option 1: Restaurant Management: Farm to Table Farm to Table is a current trend that is predicted to be strong throughout the next decade and beyond. It suggests local cuisine, creative culinary arts using whole foods, and incorporating ecological considerations in food sourcing. Farm to Table also suggests support for local small and medium scale agricultural producers and local economic development. Other common and popular terms include farm to school, farm to college, farm to cafeteria, and farm to restaurant. Also included in this concept is hyperlocal sourcing which indicates that fresh produce, eggs, and other animal products are raised adjacent and often in view of where food is prepared and served. Many restaurants are developing their own greenhouses, kitchen gardens, or chicken coops to supply fresh herbs, produce, and eggs for their menu. This option will train students in fundamental culinary arts, foodservice management, small business, and customer service. A two-year Associate s degree in Culinary Arts: Farm to Table at Gallatin College would compliment and support this program, creating a variety of electives for BS students. 15

Curricular Option 2: Lodge Management & Rural Tourism Rural tourism includes agritourism and other kinds of experiences unique to rural places and rural communities. Agritourism can be used to promote community and economic development by linking agriculture and recreational activity. Rural tourism distinguishes the program somewhat from the Parks, Tourism, and Recreation Management Degree at the University of Montana, and is not currently offered by many universities, thus creating a unique niche for MSU. The term Lodge Management is proposed rather than "hotel" or "resort" management because although it essentially carries the same meaning in the realm of hospitality, it better conveys the kind of experience visitors are likely to have in Montana. Combining Rural Tourism and Lodge Management is appropriate as it encompasses farm stays or ranch stays in addition to the management of other kinds of lodging. This option will train students to manage any kind of tourism facility, develop new opportunities in agritourism, and to plan events or conventions. Curricular Option 3: Value-Added Food Enterprise In this third option, the phrase Value-Added is used rather that food science or food processing, because it conveys an association with farm production, and improved agricultural profitability. This will be attractive to Montana s food system stakeholders that have been advocating for a food science program at MSU for more than a decade. The phrase Food Enterprise makes it clear that this option will include business management coursework. Curricular Option 4: Sports & Recreation Administration Recreation is a broad term that encompasses a wide range of physical activities. Sports is included as this option has an emphasis on the business management of exercise facilities and sports programs. This distinguishes the program from the Parks, Tourism, and Recreation Management Degree at the University of Montana and the Outdoor Adventure Leadership Degree offered by MSU Billings. 16

The Curriculum The Degree and Options The Hospitality Management degree program has four options in Restaurant Management: Farm to Table, Lodge Management & Rural Tourism, Value-Added Food Enterprise, and Sports & Recreation Administration. With full-time study, students will complete the degree in six academic semesters and three summer sessions (three full years). Summer sessions are the ideal time to study and practice concepts related to farm to table, agritourism, value-added foods, and recreation in Montana. This feature should be appealing to prospective students and parents alike, and is unique among hospitality degree programs nationally, increasing the attractiveness of the program for outof-state students. The compressed curriculum schedule intends to improve graduation rates, as students will be encouraged to keep pace with their Freshman co-hort. All options have practicum courses for skill development, and field-based courses that integrate problem-based learning and service learning through community engagement. Additionally all options include internships (at least 9 credits) to ensure that graduates have sufficient practical work experience to be competitive for job placement. This will be the first 3-year baccalaureate degree program at MSU. The Restaurant Management: Farm to Table option is focused on management of restaurant enterprises with an emphasis on farm to table sourcing and healthful cuisine. Graduates will find employment as foodservice and restaurant managers or as entrepreneurs launching their own restaurant or foodservice enterprise. This option is also tied to the provision of foodservices in healthcare facilities (hospitals, assisted living, and retirement homes) and other institutions such as schools, workplaces, or prisons. The curriculum utilizes existing coursework in SFBS, Food and Nutrition, and Business, and adds courses specifically related to culinary arts and farm to table sourcing. Practicum courses are in foodservice systems management, quantity food preparation, and kitchen garden management, and the option includes a senior level restaurant management internship. This is the option that would most likely attract Gallatin College students who earn their Associate s Degree in Culinary Arts: Farm to Table to continue their education and earn their Bachelor s Degree. The Lodge Management & Rural Tourism option is focused on the management of hotel and lodging facilities with an emphasis on tourism related to agriculture. Graduates will find employment as managers of rural inns, B&Bs, and dude ranches; or as managers in independently operated hotels or national hotel chains. They may also choose an entrepreneurial path, launching their own lodging or agritourism enterprise. The curriculum utilizes existing coursework in Business, overlapping some with the Restaurant Management: Farm to Table option, and adds coursework specific to lodging operations, agritourism, and event planning. It includes practicum coursework in lodging management and junior level and senior level internships in lodging operations and lodging management. While rural tourism and agritourism are emphasized in this option, graduates will also be prepared for hotel management and ecotourism (or sustainable tourism) careers in national parks and urban settings. The Value-Added Food Enterprise option is focused on food science and small scale processing, with an emphasis on adding value to Montana s raw agricultural commodities and marketing (or direct marketing) for local and regional distribution. Existing value-added food enterprises are often associated with agritourism, and typically integrate a farm to table philosophy, thus, this option ties together the themes of the degree program. Graduates will find employment with existing 17

food processing and distribution companies, or as entrepreneurs launching value-added food enterprises. The curriculum utilizes existing coursework in SFBS, Food & Nutrition, and Business. New courses overlap with the Restaurant Management: Farm to Table option, and additionally include courses in food processing, and experimental foods. The option includes practicum coursework in food product development and a senior level internship with a value-added food enterprise firm. The Sports & Recreation Administration option is focused on the business management of sports and recreation facilities, health centers, spas, private sports clubs or leagues, community recreation programs, workplace/corporate health and fitness programs, and sport-related tourism. Graduates will find employment managing existing gym and sports facilities or as entrepreneurs launching their own recreation, sports, or tourism enterprises. The curriculum utilizes existing coursework in Business, Food & Nutrition, and Kinesiology; and new coursework overlaps with the Lodge Management & Rural Tourism option. Some course work also overlaps with the Restaurant Management: Farm to Table option, as many fitness facilities also include a foodservice operation (coffee, juice bar, nutritional products etc.). This option includes a senior level internship in sports and recreation administration. Activity electives for the option are offered through ASMSU Recreational Sports and Fitness (bowling, racquetball, weight training, soccer, cycling, swimming, yoga, martial arts etc.) and potentially the ASMSU Outdoor Recreation Program. Course requirements common to all options*: HOSP 1XX: Introduction to Hospitality Management CULA 250: Hospitality Supervision/Customer Service ECHM 205CS: Energy & Sustainability STAT 216Q: Intro to Statistics ACTG 201: Financial Accounting ECNS 202: Prin Macroeconomics BMGT 205: Professional Business Communication OR- AGED 312: Communicating Agriculture BMGT 335: Management and Organization BMKT 325: Principles of Marketing FCS 371: Research Methods in HHD BGEN 361: Principles of Business Law SFBS 429: Small Business & Entrepreneurship in Food & Health SFBS 451R: Sustainable Food Systems HOSP 498: Hospitality Management Internship HOSP 499: Hospitality Capstone CORE recommended coursework for all options: WRIT 101W: College Writing M121Q: College Algebra (required) AGED 140US: Leadership Development for Agriculture -OR- BGEN 194US Seminar (Business) ARCH 121IA: Intro to Design NUTR 221CS: Human Nutrition (required) ECNS 101IS: Economic Way of Thinking (required) CHMY 121: Intro Gen Chemistry (IN) -AND/OR- BIOM 103IN: Unseen Universe: Microbes HUMANITIES (H) DIVERSITY (D) *See the Appendix for a detailed listing of course requirements for all options, a listing of new courses, and explanation of rubrics. 18

OPTION SPECIFIC COURSEWORK: Restaurant Management: Farm to Table Option (RMFT) CULA 102: Intro Culinary Arts CULA 105: Food Safety & Sanitation NUTR 226: Food Fundamentals SFBS 2XX: Kitchen Garden Management Practicum SFBS 2XX: Farm to Table Sourcing NUTR 251: Food & Culture HOSP 4XX: Tourism in Montana NUTR 322: Foodservice Systems Management NUTR 395: Practicum: Quantity Foods Production & Management NUTR 351: Nutrition & Society Culinary Electives (6 credits) Lodge Management & Rural Tourism Option (LMRT) CULA 105: Food Safety & Sanitation HOSP 2XX: Intro to Lodging Operations and Facility Management HOSP 3XX: Agritourism HOSP 3XX: Event Planning AGED 353: Cooperative Business Principles and Practices HOSP 298: Intro Lodging Operations Internship HOSP 4XX: Tourism in Montana HOSP 4XX: Lodge & Facility Conceptual Design HOSP 3XX: Recreation Management HOSP 3XX: Lodging Management Practicum AGED 482: Non-Formal Teaching Methods in Agriculture Value-Added Food Enterprise Option (VAFE) CULA 102: Intro Culinary Arts CULA 105: Food Safety & Sanitation SFBS 2XX: Farm to Table Sourcing SFBS 2XX: Kitchen Garden Management Practicum NUTR 226: Food Fundamentals FDSC 3XX: Intro Food Processing NUTR 251: Food & Culture NUTR 351: Nutrition & Society SFBS 445R: Culinary Marketing: Farm to Table FDSC 4XX: Experimental Foods FDSC 495: Practicum: Food Production Development Sports & Recreation Administration Option (SRAD) HOSP 2XX: Intro to Lodging Operations and Facility Management KIN 105: Fnd Exercise Science PSYX 100IS: Intro Psychology KIN 221: Health Anatomy Physiology COA 205: Intro to Coaching HOSP 4XX: Lodge & Facility Conceptual Design HADM 445: Managing Healthcare Organizations HOSP 3XX: Recreation Management KIN 270: Exercise Prog for Older Adults -OR- NUTR 411: Nutrition for Sports/Exercise Activity Electives (6 credits) 19

SUPPORTING COURSEWORK FOR HOSPITALTIY MANAGEMENT OPTIONS: Hospitality Management Electives in Business: ACTG 202: Principles of Managerial Accounting BMGT 240 Business Research Methods BMGT 322: Operations Management BMGT 329: Human Resource Management BMGT 410: Sustainable Business Practices BMGT 420: Leadership and Motivation BMGT 433: Management of Quality and Productivity BMGT 461: Small Business Management BMIS 211: Intro Bus Decision Support BMKT 337: Consumer Behavior BMKT 343: Integrated Marketing Communications BMGT 406: Negotiation/Dispute Resolution BMKT 420: Introduction to Digital Marketing Hospitality Management Electives in Health & Human Development: BIOH 201: Hum Anatomy & Physiology I BIOH 211: Hum Anatomy & Physiology II COA 405: Advanced Concepts in Coaching FCS 101IS: Indiv and Fam Dev: Lifespan FCS 138: Srvy of Fam Fin and Cons Issue FCS 239: Contemporary Consumer Issues FCS 261: Adult Development and Aging FCS 271: Meas Well-being: Amer Families FCS 337: Personal and Family Finance I FCS 338: Personal and Family Finance II NUTR 321: Nutrition in the Life Cycle CHTH 317: Health Behavior Theories KIN 410: Adv Strength Training and Cond Hospitality Management Electives in other areas: AGED 309: Philosophy and Programs in Extension AGED 353: Cooperative Business Principles and Practices AGED 482: Non-formal Tchng Meth Ag AGSC 465R: Health, Ag, and Poverty ARCH 231CS: Issues in Sustainability HORT 105: Miracle Growing HORT 131: Landscape Design/Hist/Theory HORT 337: Veg Production HOTR 343: Commercial Plant Production HORT 345: Organic Market Gardening HSTA 409: Food in America NASX 415: Native Am Food Systems NRSM 421: Holistic Thought & Mngmt PSCI 436: Politics of Food & Hunger SFBS 346: SFBS Field Course Courses under development by existing programs/faculty that will be added to degree option requirements: FCS 3XX: Customer Care AGED CXX: Volunteer Management 20

Implementation Plan: The proposed launch of the Hospitality Management Degree is Fall 2015. However, the full implementation of the program will depend on investment from the University and potentially, hospitality industry stakeholders. New faculty and infrastructure will be needed to support a 3-year Bachelor s degree offering four options. The proposed option requiring the least amount of new resources is the Sports & Recreation Administration which could be launched in year 1 after the search and hire of one TT Faculty member with expertise in hotel, tourism and recreation management. The option of Restaurant Management: Farm to Table and Lodge Management & Rural Tourism could be launched in year 2, following the search and hire of one TT Faculty member with expertise in hospitality and foodservice management. The Value-Added Food Enterprise option could be launched in Year 3, followed by the search and hire of one TT Faculty member with expertise in Food Science. Student demand for the first two options is already present on campus (subsets of SFBS and Health and Human Performance students). Interested students may be able to begin the program in one of the first two options and switch when a new option is launched (ie, Restaurant Management: Farm to Table students could switch to Value-Added Food Enterprise, and Sports & Recreation Administration students could switch to Lodge Management & Rural Tourism.) Initial enrollment goals for the degree program would be approximately 100 students within 5 years, graduating 10-30 per year. (A detailed Implementation Plan, 4-Year Timeline can be found in the Appendix). 21

Proposed Future Organizational Structure: School of Interdisciplinary Studies in Food, Agriculture, and Business It is proposed that the Hospitality Management Degree program be managed under a new School of Interdisciplinary Studies in Food, Agriculture and Business (FAB) a collaboration of the colleges of Education, Health, and Human Development; Agriculture, and Business. Sustainable Food & Bioenergy Systems (SFBS), which is currently managed by four collaborating departments, would also fit under this umbrella, as the two degree programs are closely related. Since SFBS and Hospitality are both interdisciplinary, SFBS and Hospitality Management would be most efficiently managed in parallel. For example, SFBS currently has a student organization that collectively provides curricular feedback, an MSU Advisory Committee of faculty from different departments who are curricular stakeholders, and an external advisory group that has been instrumental in developing SFBS internship criteria and sites. A seminar series helps to periodically convene all SFBS students and faculty in the program that are otherwise scattered in multiple colleges. Special care is taken in SFBS advising, such that the degree program and internship experiences optimally address the student s career goals. All of these entities will help ensure that Hospitality Management is also a success. Both programs are related to Food & Nutrition, a degree program in the Department of Health and Human Development. Similarly, the Montana Dietetic Internship, MDI, (fed by the Food and Nutrition degree program in Dietetics), is an interdisciplinary supervised practice experience. MDI and Towne s Harvest Garden are interdependent with the degree programs, and would be efficiently managed by the School of FAB. Towne s Harvest has a production manager (classified) who is paid with permanent funds through the Department of Plant Sciences and Plant Pathology. Otherwise, THG income through the sale of fresh produce and eggs supports all its additional expenses including seeds, irrigation, supplies, land and greenhouse rent, fuel, equipment repairs, team building experiences for THG practicum students, and the wages of a graduate assistant who serves as the marketing manager. On some years there is sufficient income (depending on production) to support sending students to an instate conference or to contribute to funds needed to bring a guest speaker to campus for an SFBS seminar. The Hospitality Management degree program and the AAS Degree program in Culinary Arts offered through the Gallatin College will require a commercial kitchen teaching laboratory adjacent to a restaurant eating area. A future vision also includes an MSU Hotel Conference Center. A campus restaurant and hotel are similar to THG in that they are curriculum-associated entrepreneurial, hands-on research laboratories and classrooms. They both have the potential to generate revenue to support the curriculum and the university. After meeting with faculty and curriculum committees in the Colleges of Education, Health, and Human Development; Agriculture, and Business, it seems like the most logical home for the School of FAB is the College of EHHD (see figures on the next two pages). 22

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Future Curriculum Development (Examples) There are many additional curriculum expansion possibilities for the School of FAB: 1. The Montana Dietetic Internship is currently a non-degree graduate program accredited by ACEND (Accreditation Council for Education in Nutrition and Dietetics). Within five years, all dietetic internships will need to be offered in coordination with MS Degrees. Therefore, plans are in place to develop an MDI MS in Dietetic Management, the majority of which will be offered on-line, as the program attracts students from all over the nation. Some courses in this program will be in the area of hospitality, and may provide opportunities to develop an eventual residential MS in Hospitality Management. Graduate students in Hospitality would utilize the same hotel/restaurant infrastructure developed for the undergraduate program. 2. As the SFBS degree program grows, there is demand for graduate work in this interdisciplinary field. Currently the HHD Department offers an MS option titled Food, Family, and Community Health with an emphasis in Sustainable Food Systems. This has been a popular graduate track for which the number of applicants exceeds present capacity of faculty advisors. The curriculum is grounded in food and nutrition, but could evolve into a more interdisciplinary SFBS MS degree with collaboration from faculty in College of Agriculture Departments. 3. A current SFBS student is completing an independent study for which she will create a curriculum and business plan for a Farm Apprenticeship Program or a Graduate Certificate in Farm Management that might be attractive to SFBS students who want to launch their own farm operation, in addition to returning students and adult learners. A graduate certificate could also contribute to or overlap with an SFBS MS Degree. 4. The ASMSU Outdoor Recreation Program (ORP) offers non-credit instruction in Avalanche Safety, Climbing, Fly Tying, Kayaking, and Wilderness Medicine. According to a market study by Ryan Diehl, Director of ORP, students regularly request additional classes and coursework for credit in outdoor pursuits. Half of MSU students reported that their decision to attend MSU was influenced by the availability of outdoor recreation opportunities. Nearly 80% of survey respondents agreed that they wanted access to outdoor activity courses and 72% wanted access to outdoor leadership training. This is corroborated by Abbey Keene, Assistant Director of Recreational Sports and Fitness, who coordinates Activities classes currently offered through the Office of the Provost. According to her on-going survey research with student participants, students would like to see more coursework in Rock Climbing, Cross-Country Skiing, Fly Fishing, Mountain Biking, and Kayaking. Activity classes in general are very popular among students. In Fall 2012, for example 177 students participated in activity classes, and as more courses have progressively been offered, more students have participated. Abbey has 926 enrolled for Fall 2014, and 1200 are expected to enroll in Spring 2015. Abbey and Ryan are both interested in collaborating on an Outdoor Pursuits Minor that would compliment the Hospitality Degree option in Recreational Sports Management (or any MSU degree). 5. Depending on a student s career goals, a Hospitality Minor would be a useful addition to current degree programs in Food & Nutrition, Health & Human Performance, Business, SFBS, Architecture, or Horticulture. 25

Collaboration with Gallatin College There is local demand for a 2-year AAS Degree in Culinary Arts. Such a degree would have several introductory level courses in common with the Hospitality Management Degree option in Farm to Table Cuisine. AAS Degree students would enroll in MSU courses to satisfy these requirements. Additionally, Gallatin College Culinary Arts coursework provides additional electives for Farm to Table Cuisine students. Students completing an Associate s Degree in Culinary Arts might choose to continue their education for another two years (4 semesters and 2 summer sessions) to complete a BS in Hospitality Management. A list of proposed courses for an Associate s Degree in Culinary Arts can be found in the Appendix. Resources Needed Initiating Hospitality Management at MSU Bozeman will require university investment. Infrastructure Needs (Labs, Buildings, Space): Existing MSU infrastructure to support this major includes a teaching kitchen in Herrick Hall, Towne s Harvest Garden at the BART farm, and the Food and Health Disparities Integrative Lab, the Recreational Sports and Fitness Facility, and the Outdoor Recreation Program. The Herrick Hall Foods Lab, with seven food preparation stations, is set up to mimic a household kitchen, with some commercial equipment such as stainless steel prep tables, a commercial range, and foodservice quality appliances. Townes Harvest is a 3-acre plot on the Horticulture Farm (part of the BART farm), with four hoop houses for season extension, a fruit orchard, and pole barn, in addition to growing space in the Plant Growth Center for starting seeds. There is space at Towne s Harvest for an intensively managed high value garden that could serve as the living laboratory classroom for a course in Kitchen Garden Management (part of two Hospitality options). The Food and Health Disparities Integrative Lab, (led by Dr. Selena Ahmed and Dr. Carmen Byker in the HHD Department) can be used to examine phytonutrient content of foods and to test the sensory properties of food with either trained and consumer panels. Students conducting product development as part of their coursework in Value-Added Food Enterprise will be able to collaborate with MSU researchers to test their products. Finally, the Recreational Sports and Fitness Facility on campus and the Outdoor Recreation Program will be excellent resources for developing and offering coursework and electives for the Sports & Recreation Administration option. To operate a successful Hospitality Management degree program, additional infrastructure will be needed. For launching the Restaurant Management: Farm to Table option, a restaurant laboratory classroom is needed that would be open to campus and public, but managed by students completing practicum coursework. To support the restaurant and associated classroom, adjacent commercial kitchens for hot and cold food preparation, meats & charcuterie, and baking are needed. These kitchens can also be used by Gallatin College for additional coursework in Culinary Arts. For launching the Lodge Management & Rural Tourism option, a hotel laboratory classroom (and conference center), would be ideal. A campus hotels could be open to university guests, alumni and the visiting public. Both of these entities can potentially produce income to support themselves and produce additional support for the Hospitality Management degree program. Alternatively, they could be developed as a public private partnership, in which industry stakeholders invest in their construction (see links on the following page for examples of public private partnerships on other university campuses). 26

The Value-Added Food Enterprise option will require a small scale food processing lab for developing food product prototypes and conducting associated research. This lab could also be adjacent to the commercial kitchen space described above. For the Sports & Recreation Administration option, additional sports equipment may be needed in order to offer additional for-credit coursework in this area. In summary what is needed includes a 3000-4000 sq ft. commercial kitchen facility, including separate spaces for cold and dry storage, meats, baking, food processing, and hot/cold food prep; an adjoining restaurant space with a 75-100 person seating capacity; a room for private group dining/ meetings; an adjacent classroom space that can accommodate a minimum of 25 students; and ideally a 25 room boutique hotel with conference meeting rooms. Partnerships with local chain and independently owned hotels could satisfy this need initially. The infrastructure that will support the proposed academic program will also be a source of revenue for the university. A university hotel is likely to be fully rented on many occasions by visiting scholars, interviewing candidates, conference attendees, accreditation site visitors, VIPs, football fans, parents etc. In addition to supporting teaching, the commercial kitchen and food processing lab could be used for outreach and training such as that conducted by Team Nutrition with School Food Service Managers and cooks. Additional outreach and classes for public education using this space would be a source of revenue. The space could also rented by external organizations conducting classes and training, or to food entrepreneurs. RESTAURANT AND HOTEL LABORATORIES AT UNIVERSITIES & COLLEGES Monroe College The Dining Lab http://thedininglab.com/the-restaurant.html The Pennsylvania State University Café Laura http://www.cafelaura.psu.edu New Mexico State University 100 West Café http://aces.nmsu.edu/100west/index.html SUNY Plattsburgh Samuel D s http://www.samuelds.com/ College Lake County, Grayslake Illinois Prairie http://www.clcillinois.edu/programs/hcm/prairie McHenry County College, Crystal Lake Illinois Slainte http://www.mchenry.edu/slainte/ Missouri State University Hospitality and Restaurant Administration: Carrie s Café http://www.missouristate.edu/hra/31362.htm Cornell University The Statler Hotel & J. Willard Marriott Executive Education Center https://www.hotelschool.cornell.edu/about/hotel/teaching/ University of Delaware Alfred Lerner College of Business & Economics Student-managed restaurant and Hotel: Vita Nova http://128.175.21.162/departments/hrim/vita-nova Marriot Courtyard at UD http://www.udel.edu/hotel/ 27

Human Resource Needs (Faculty & Staff): The human resource needs for the School of Interdisciplinary Studies in Food, Agriculture, and Business (FAB), include a Director (1FTE), an Administrative Assistant (1 FTE), and a Program Manager (1 FTE). The Director would be responsible for overseeing SFBS, Hospitality Management, Food and Nutrition, the Montana Dietetic Internship, and Towne s Harvest, in addition to any newly developed programs. The Director would collaborate with the Recreational Sports & Fitness and the Outdoor Recreation Program regarding Activity classes, and with faculty in all departments providing coursework for interdisciplinary degrees. The Director would regularly convene an MSU faculty advisory committee for the School of FAB in addition to an external advisory council of industry stakeholders; oversee student recruitment, advising, and retention; hire faculty and staff for the program, develop program marketing materials; and conduct program assessment. The Program Manager would coordinate all internships for SFBS and Hospitality Management, develop and maintain internet content for each of the programs; provide course registration advising for SFBS and Hospitality Students; maintain an alumni network for both degree programs; coordinate program orientations and tours; develop program newsletters; and assist with planning program seminars. The Administrative Assistant would provide administrative support for the Director of the School, the Program Manager, and the Director of MDI. To launch the Hospitality Degree Program, three new tenure track faculty lines will be required. In addition, one full time NTT Faculty is needed in Culinary Arts who might also be hired to manage the campus restaurant, along with one full time NTT Faculty in hotel management, who might also be hired to manage the campus hotel. In this way, tenure track faculty would be responsible for teaching the academic portions of the curriculum while experienced professionals (NTT Faculty) would be enlisted to supervise the hands-on development of specific skills utilizing on-campus classroom laboratories (i.e. professional cooking, restaurant management, hotel management, recreation management, and garden management). If the program is not linked to a campus restaurant and hotel, then 1 NTT FTE will be adequate for providing professional skill instruction. Additional support may be needed, depending on enrollment, to support the teaching of business courses required by all options, and other required courses including NUTR 351 (significant service learning component), SFBS 451R (CORE Research course), AGED 140US (CORE class recommended), FCS 371 (required in all options), and SFBS 429 (required in all options). Depending on enrollment in the Sports & Recreation Option, these courses may expand in enrollment beyond their current capacity: KIN 105, KIN 221, KIN 270, and NUTR 411. *Note: Since this is a 3-year/year-round program, base funding will be required to support Summer Session teaching and program administration. 28

As indicated in the implementation plan, the Hospitality Degree Program can be rolled out in phases starting with the Sports & Recreation Administration option (would require 1 TT faculty member to launch), followed by the Restaurant Management: Farm to Table and the Lodge Management & Rural Tourism options (would require 1 additional TT faculty member and 2 NTT faculty), and finally the Value-Added Food Enterprise option (would require one additional TT faculty member who might also serve as an MSU Extension specialist). Program Assessment Several aspects of the program will be monitored and assessed to ensure that program and learning goals are being met. Learning Goals will be established for each option following a survey of learning outcomes for each course in the curriculum. Key means (assignments and activities) and measures will be selected for monitoring student achievement. Student Satisfaction with the program will be assessed by seeking informal feedback during advising sessions and by an exit survey completed with each student just prior to graduation. Student retention, program completion, years to program completion, internship placement and job placement will be key indicators of program success and will be monitored, in addition to gathering feedback from internship hosts and employers. Overall Program Impact will be assessed using a five year follow-up survey of graduates regarding employment, entrepreneurship, and career satisfaction. 29

Terminology The hospitality industry is a broad category of fields within the service industry that includes foodservice, lodging, event planning, theme parks, transportation, cruise lines, recreation, and additional fields within the tourism industry. Farm to Table is a phrase that refers to food made with locally sourced ingredients. Farm to Table Cuisine seeks to bridge the gap between traditional training provided to future restaurant chefs and foodservice managers with culinary education designed around sustainably produced foods that enhance individual health, while also contributing to community health and local economies. Farm to Table restaurants make connections with local producers and alter their menus seasonally depending on what is harvested locally. Some Farm to Table Restaurants use hyper-local sourcing which refers to raising and sourcing ingredients like fresh produce, herbs, and eggs on -site. Locally produced foods can be harvested shortly before preparation thus improving the quality, flavor, and nutrient content. Unique heirloom varieties of fruits and vegetables are best used locally because they are not bred to withstand transport. In Montana, Farm to Table foods can include fresh seasonal produce, herbs, eggs, meat, poultry, fish, whole and heirloom varieties of grains, and pulse crops like chickpeas and lentils. According to the National Restaurant Association, Farm to Table is a significant trend in restaurant menus (see Top 10 menu trends ) and is predicted by chefs to continue to be a restaurant trend for the next decade and beyond. Top 10 menu trends for 2014: 1. Locally sourced meats and seafood 2. Locally grown produce 3. Environmental sustainability 4. Healthful kids meals 5. Gluten-free cuisine 6. Hyper-local sourcing 7. Children s nutrition 8. Non-wheat noodles/pasta 9. Sustainable seafood 10.Farm/estate branded items Source: National Restaurant Association Agritourism can be any activity that connects recreation and agriculture. Agritourism brings visitors to farms and ranches, and can be an additional source of income for agricultural producers and operations. It can include farm stays, buying produce direct from a farm stand, navigating a corn maze, picking fruit, feeding animals, or staying at a B&B on a farm. Agritourism is considered a growth industry in many parts of the world. In Montana, Agritourism is a growing part of the travel industry. According to Patricia McGlynn of Flathead County Extension, Many people equate agritourism with sustainable agriculture because it helps increase farms economic opportunities and allows them to remain profitable. 30

Ecotourism is the fastest growing segment of the tourism industry, focused on questions of sustainability, and minimizing environmental impact, building cultural awareness, and providing benefits for local hosts of tourists. In 2010, represents the fasts growing subsector of the tourism industry. According to The International Ecotourism Society (TIES), it goes beyond retrofitting hotel rooms to conserving energy or planting an organic herb garden on its grounds. Ecotourism is described by the TIES as responsible travel to natural areas which conserves the environment and improves the welfare of the local people. Value-Added is defined as the addition of time, place, and/or form utility to a commodity in order to meet the tastes or preferences of consumers. It creates the possibility of capturing a larger percentage of the farm-to-retail price spread, and increasing the profitability of small and medium scale agriculture. Value-Added foods are often farm to table products and can an important part of an agritourism enterprise. Tourism in Montana Cultural Historical Tourism: Agritourism, Ranch stays, Bed & Breakfasts/Country Inns, Art Tours, Lewis & Clark, Indian Nations, National Parks, State Parks, Historical Tours. Luxury Tourism: Hotels, Spa Retreats, Hot Springs, Scenic Tours, Wildlife Tours, Culinary Tours. Adventure and Ecology Tourism: Climbing, Rafting, Alpine Skiing, Nordic Skiing, Back-Country Skiing, Kayaking, Zip- Lining And Ropes Courses, Hiking, Trekking, Backpacking, Camping, Wildlife Watching, Hunting, Fly fishing, Cycling, Motorcycling, Snow Shoeing, Dog Sledding, Horse Packing, Sailing/Boating, State and National Parks, Ecology Tours, Agritourism. 31

Scan of Existing Programs in Hospitality and Tourism Institution/ College Department/ Program Emphasis, Options, or Coursework HOSPITALTIY, RECRATION & TOURISM University of Montana College of Forestry and Conservation Montana State University-- Billings New Mexico State University College of Agricultural, Consumer and Environmental Sciences North Dakota State University College of Human Development and Education University of Idaho College of Natural Resources South Dakota State University College of Education & Human Sciences Central Washington Cornell University School of Hotel Administration The Pennsylvania State University College of Health and Human Development The Pennsylvania State University College of Health and Human Development The University of Utah College of Health Florida International University Institute for Hospitality & Tourism Education & Research Michigan State University Broad College of Business University of Nevada at Las Vegas William F. Harrah College of Hotel Administration Fairleigh Dickinson University Petrocelli College Virginia Tech Pamplin College of Business University of Massachusetts Amherst Isenberg School of Management Parks, Tourism and Recreation Management BS Recreation Management Minor Department of Health and Human Performance Bachelor of Science Degree in Outdoor Adventure Leadership School of Hotel, Restaurant and Tourism Management; BS Hotel, Restaurant, and Tourism Management Department of Apparel Design, Facility and Hospitality Management; BS Hospitality and Tourism Management Conservation Social Sciences BS Resource Recreation and Tourism Department of Consumer Sciences BS Hospitality Management Department of Family & Consumer Sciences BS Recreation and Tourism Hotel and Hospitality Management School of Hospitality Management; Hospitality Management BS Recreation, Park, and Tourism Management BS Department of Parks, Recreation and Tourism Parks, Recreation, and Tourism Major: Sustainable Tourism Management Chaplin School of Hospitality & Tourism Management Hospitality Management Degree with 6 majors to choose from. School of Hospitality Business Hospitality Management Hospitality Management Major International School of Hospitality and Tourism Management; Hotel & Restaurant Management BS Dept of Hospitality and Tourism Management; Hospitality Tourism Management BS Dept of Hospitality and Tourism Management; Undergraduate Studies in Hospitality and Tourism Land and parks management Yellowstone field trip Exercise Science and Outdoor Skills; Leadership Skills 100 West Café food laboratory; Student operated restaurant Food Service Hotel and Hospitality Management Event Planning; Recreation Management; Sustainable Tourism; Tourism Management; Wine Trade Tourism First Collegiate Program in Hospitality Statler Hotel is Cornell s on-campus teaching hotel. Hospitality Management Dietetics Management Café Laura student managed restaurant Commercial and Community Recreation Management Professional Golf Management Outdoor Recreation Sustainable Tourism; Entrepreneurial Recreation; International Tourism; Adventure and Outdoor Programs; Community Recreation, Hospitality Management, Therapeutic Recreation Beverage Management; Culinary Management; Event Management; Hotel Lodging Management; Restaurant/Foodservice Management; Travel &Tourism Management Hospitality Management Gaming Management; Meetings and Events; Restaurant Management; Professional Golf Management Hotel Restaurant Management Hospitality and Tourism Management Casino Management; Club Management Food and Beverage Management; Lodging Management; Tourism, Convention, and Event Management 32

Washington State University Carson College of Business University of Central Florida Rosen College of Hospitality Management Iowa State University College of Human Sciences Georgia State University J. Mack Robinson College of Business Drexel University Johnson &Wales University School of Hospitality George Mason University College of Education and Human Development Indiana University School of Public Health School of Hospitality Business Management; Hospitality Business Management Major Event Management BS Hospitality Management BS Restaurant & Food service BS Dept of Apparel, Events, and Hospitality Management; Hospitality Management Major Cicil B. Day School of Hospitality; Bachelor of Business Administration in Hospitality Center for Hospitality and Sport Management (Graduate Programs) Hotel & Lodging Management BS Restaurant Food & Beverage Management BS Travel, Tourism & Hospitality Management BS School of Recreation, Health and Tourism Tourism and Events Management BS Bachelor in Recreation, Tourism, Hospitality and Event Management Wine Business Management Theme-park-and-attraction; management; Golf-and-club management; Graduate Programs Hospitality Management Hospitality Business Gaming and resort management; Food and beverage management; Travel and tourism; Hotel administration Travel, tourism and hospitality management Women and tourism; Ecotourism; Resort Management; Hospitality sales; Cultural tourism; Meetings and Conventions Tourism administration, budgeting, and marketing New York University Preston Robert Tisch Center for Hospitality, Tourism, and Sports Management Purdue University College of Health and Human Sciences St. Leo University Business College Texas A&M University College of Agriculture and Life Sciences University of Hawaii School of Travel Industry Management University of New Hampshire CULINARY ARTS Hotel and Tourism Management BS Bachelor in Tourism and Management BA in International Tourism and Hospitality Management Department of Recreation, Park and Tourism Sciences BS in Recreation, Park, and Tourism Sciences BS in Travel Industry Management Tourism Planning & Development; BS in Tourism Planning and Development Entrepreneurship; Conferences and special events; Lodging development Brand management; Sports tourism Casino operations Financial accounting; Lodging management; Human resource management; Cost controls in foodservice; Tourism law Restaurant management; Event Management; Hotel & Resort Management; Tourism Management Management development Planning; Financing and fundraising; Marketing Travel ; Cultural aspects of tourism; Airline management; International air and marine transportation Community Planning; Marketing; Economics of Travel; Tourism and Global Understanding International Culinary Center Culinary Arts Program Farm-to table Concentration; Farm Powered Kitchen; Field Trips Culinary Institute of America Culinary Arts Program Farm-to-table Concentration Auguste Escoffier School of Culinary Arts Culinary Arts Program 3-week farm-to-table experience Le Cheneaux Culinary School, Michigan Farm to Table Emphasis Sourcing and preparing locally U.P. sourced products Culinary School of the Rockies Farm to Table Program Sourcing local products; Composting Central Carolina Community College Culinary Arts Program Sustainable farm to table focus Sustainable practices 33

Salary Information for Hospitality Management Professionals NOTE: Median Wage for all occupations in US Economy: $34, 750 Source: U.S. Bureau of Labor Statistics, Occupational Employment Statistics Food Service Managers Median Annual Wage Traveler Accommodation $54,850 Special Food Service $54,210 Nursing Care Facilities $49,650 Elementary and Secondary Schools $49,344 Restaurants and eateries $46,360 Food Processing Workers $25,780 Food Manufacturing Manager $80,430 Fitness Trainers and Instructors $31,720 Recreation Worker $22,240 Lodging Managers Administration and support services $58,670 RV parks and recreational camps $48,460 Traveler accommodations $46,260 Religious, grantmaking, civic, professional, and similar organizations $45,830 Coaches and Scouts Colleges, universities, and professional schools; state,local, and private $39,960 Amusement, gambling, and recreation industries 30,320 Religious, grantmaking, civic, professional, and similar organizations 22,780 Elementary and secondary schools; state, local, and private 22,140 Source: Bureau of Labor Statistics, Occupational Outlook Handbook; http://www.bls.gov/ooh/management/food-service-managers.htm#tab-5 http://www.bls.gov/ooh/management/industrial-production-managers.htm#tab-5 http://www.bls.gov/ooh/personal-care-and-service/fitness-trainers-and-instructors.htm#tab-5 http://www.bls.gov/ooh/personal-care-and-service/recreation-workers.htm#tab-5 http://www.bls.gov/ooh/production/food-and-tobacco-processing-workers.htm#tab-5 http://www.bls.gov/ooh/management/lodging-managers.htm#tab-5 http://www.bls.gov/ooh/entertainment-and-sports/coaches-and-scouts.htm#tab-5 34

Dietetics/Foodservice Management Work Setting Total Annual Compensation Range Acute care clinical dietitian $43,000-$88,800 Private practice dietitian $29,100-$121,000 Wellness center or health club dietitian $38,400-$70,400 Food manufacturer/distributor/retailer 46,100-$141,000 K-12 food service dietitian $42,900-$106,500 Contract food management company $47,900-$102,500 Primary Position Director of Food & Nutrition Services $53,300-$116,100 Assistant Foodservice Director $43,100-$93,300 School Foodservice Director $47,500-$109,000 Consultant- Community or Corporate Nutrition $41,100-$110,500 Programs Sales Representative $65,800-$135,400 Public Relations/ Marketing Professional $52,700-$93,000 Corporate Dietitian $48,000-$103,000 Source: American Academy of Nutrition and Dietetics, Compensation & Benefits Survey of the Dietetics Profession 2013 Culinary Arts In regards to occupational demand the Montana Department of Labor and Industry projects the average job gain per year in accommodation and food services to be 950 for 2012-2022. The Bureau of Business and Economic Research reported in its 2014 Economic Outlook report that Gallatin County is projected to be the fastest growing urban area in the state. This population growth along with an improving economy indicates a higher demand on our local restaurants and institutions (hospitals, schools, nursing homes, correctional facilities) for professional chef s and staff to fill workforce demand. Occupational Title 2022 Emp. Projection Annual Openings (growth/ replacement) Median Wage Chefs and Head Cooks 403 12 $38,014 First Line Supervisors Food Prep/Servers 3,675 151 $29,353 Food Service Managers 443 9 $46,614 Cooks 5,702 194 $20,608 Bakers 940 29 $23,714 Cooks, Institutional and Cafeteria Food Prep and Serving Related 2,195 59 $24,141 46 3 $23,514 35

POTENTIAL CONTACTS AND PARTNERS MSU Faculty & Staff: Lynda Ransdell, Dean, College of Education, Health, & Human Development Kregg Aytes, Dean, College of Business Susan Dana, Associate Dean, College of Business Glenn Duff, Dean, College of Agriculture Nora Smith, Assistant Dean, College of Agriculture Jeff Bader, Director of Extension Bob Heitela, COO, Gallatin College Stephanie Gray, Gallatin College Program Development Manager Sandy Bailey, Department Head, Health & Human Development; MSU Extension FCS Program Leader John Sherwood, Department Head, Plant Sciences &Plant Pathology Graham Austin, Faculty, College of Business Virginia Bratton, Faculty, College of Business Meta Newhouse, Faculty, Art Sandy Osborne, Faculty, Health & Human Development Suzanne Christopher, Faculty, Health & Human Development Carmen Byker, Faculty, Health & Human Development Selena Ahmed, Faculty, Health & Human Development Perry Miller, Faculty, Land Resources & Environmental Sciences Bruce Maxwell, Faculty, Land Resources & Environmental Sciences Bill Dyer, Faculty, Plant Sciences & Plant Pathology Mary Miles, Faculty, Health & Human Development Mac Burgess, Faculty, Plant Sciences & Plant Pathology Jerry Johnson, Faculty, Political Science Holly Hunts, Faculty, Health & Human Development Debby Haynes, Faculty, Health & Human Development Mark Nelson, Faculty, Health & Human Development George Haynes, Faculty, Agricultural Economics Shannon Arnold, Faculty, Agricultural Education Tracy Dougher, Department Head, Agricultural Education Carl Igo, Faculty, Agricultural Education Dustin Perry, Agricultural Education Ralph Johnson, Faculty, Architecture Chris Livingston, Faculty, Architecture Sweeney Windchief, Faculty, Education; Indian Education for All Mary Murphy, Faculty, History Kristin Ruppel, Faculty, Native American Studies Craig Stewart, Faculty, Health & Human Development David Baumbauer, MSU Hort Farm and Greenhouse Manager Steve Erickson, Director, Recreational Sports & Fitness Ryan Diehl, Director of ASMSM Outdoor Recreation Program Abbey Keene, Assistant Director, Recreational Sports & Fitness Lynn Paul, Food & Nutrition Extension Specialist, Health & Human Development Toby Day, Horticulture Extension Specialist, Plant Science & Plant Pathology Mary Ann Keyes, MSU Extension Park County Tracy Mosley, MSU Extension Park County Bruce Smith, MSU Extension Dawson County Patricia McGlynn, MSU Extension, Flathead County Coleen Kaiser, MDI Director Chaz Holt, Towne s Harvest Production Manager Melody Anacker, Dietetic Program Director Katie Bark, Director Team Nutrition Molly Stenberg, Team Nutrition Cristin Stokes, MUS Wellness Kristin Blacker, MSU Office of Sustainability 36

Professional Chefs, Culinary Instructors, Foodservice Directors, & Processors: Martin Lewis, Executive Chef, MSU University Foodservice Nathan Sartain, Chef & Culinary Instructor, Minneapolis MN Eric Stenberg, Free Range Kitchen, Chef and Entrepreneur, Bozeman MT Dean Savage, Aspen Pointe Foodservice Manager, Bozeman MT Henry Randall, Gallatin River Lodge Chef, SFBS alum, Bozeman MT Cory Babb, Chef, SFBS student Jessie Wilcox, Foodservice Director, Livingston Healthcare, Livingston MT John Polacik, Livingston School Foodservice, Livingston MT Lu Harlow, Dir Food & Beverage, Yellowstone/ Xanterra Colleen Smith, Asst Dir Food & Beverage, Yellowstone/ Xanterra Michael McCormick, Director, Community Kitchen, Livingston MT Casey Williams, 14 North Chef, Bozeman MT Brian Menges, Gil s Goods; Second Street Bistro Chef, Livingston MT Amy Mikkola, Manager, The Daily Coffee Bar, Bozeman MT Chuck Donch, Manager, Riverside Country Club, Bozeman MT Marcy Gaston, Chef, Culinary Instructor, Dietetic Intern, Cincinnati OH Christina Waller, Mark Rehder, and Dean Williamson, Root Cellar LLC, Four Corners MT Hotel Managers: Matt Sease, General Manager Super 8 Heather Hold, General Manager Residence Inn Marriott Benno Garwood, General Manager, Comfort Suites Dax Schieffer, Big Sky Resort Mia Bell, Director of Lodging, Xanterra Community and State Partners: Daryl Schliem, Bozeman Area Chamber of Commerce President/CEO Judy Callisto, MT Dept of Labor and Industry Workforce Services Division Megan Vincent, FCS Education Specialist for OPI Mary Stein, Deputy Director, National Farm to School Network Sam Blomquist, Board President, Gallatin Valley Farm to School Aubree Roth, Gallatin Valley Farm to School Mike Garcia, Voices of Montana Tourism, Helena Ron de Yong, Director, Montana Department of Agriculture Bill Bryant, One Montana Organizations: MSU University Foodservice MT Department of Commerce and Office of Tourism MT Department of Agriculture Montana Food & Ag Development Center Network Bozeman Belgrade Lodging Association Montana Lodging and Hospitality Association, Helena American Hotel and Lodging Association Institute for Travel and Recreational Research, University of Montana Grow Montana Mission Mountain Food Enterprise Center (Lake Country) Montana Organic Association (MOA) Alternative Energy Resources Organization (AERO) MSU Friends of Local Food (FLF) Montana Dietetic Student Association (MSDA) MT Agricultural Experiment Station National Center for Appropriate Technology (NCAT), Butte MT Bozeman Community Food Co-op 37

APPENDIX Montana Board of Regents Curriculum Proposal Forms: Level II proposal for Hospitality Management Bachelor s Degree Program Level II proposal for Associate s of Applied Science Degree in Culinary Arts: Farm to Table BUDGET (Justification): Hospitality Management Degree Program/ School of Interdisciplinary Studies in Food, Agriculture, and Business Course Requirements for Proposed Degree Options: Restaurant Management: Farm to Table Lodge Management & Rural Tourism Value-Added Food Enterprise Sports & Recreation Administration Course Requirements for a 2-Year Associate s of Applied Science Degree: Culinary Arts: Farm to Table Listing of all proposed new courses by option New Course Emphases and Notes MSU Catalog Rubrics 4-Year Implementation Plan Potential Teaching Loads for Hospitality Faculty EAB Needs Assessment Reports: Employer Demand for Hotel, Restaurant, and Tourism Management Bachelor s Degrees Employer Demand for Culinary Arts Associate s Degrees U of M BS Degree in Parks, Tourism, and Recreation Management Curriculum Comparison Table MSU BS Billings Degree in Outdoor Adventure Leadership Curriculum Comparison Table Montana Department of Commerce, Office of Tourism Fact Sheet Grow Montana: Montana s current food system is ripe with opportunities Hospitality in the News: Reinventing the ranch, BDC 8.24.14 Economic Impact (tourism in Gallatin County), BDC 8.19.14 Three downtown hotels expected to open within 18 months, BDC 4.23.14 Agritourism growing part of travel industry, Flathead Business Journal 5.19.14 38

New Program Approval Cover Sheet Montana State University New program requests require Level I or II documentation as specified by the Board of Regents. This page simply illustrates the approval process, and includes all required approvals. Proposed New Program Information Title (as listed on Level I or II documents): Submitted by: Submitter s Contact Info: Phone, Email: Department: College: APPROVALS Department Head Date Chair, College Curriculum Comm. Date Dean Date Chair, CPC Date Chair, Faculty Senate Date Assoc. Provost Date Note: This diagram illustrates the typical flow path, but at any review step there can be a request for additional information or modifications. Careful review in early steps is the best way to speed the overall process. 39

ITEM #XXX XXXX XXXXX Page 1 of 1 Montana Board of Regents LEVEL II REQUEST FORM Item Number: XXX XXXX XXXXX Meeting Date: Institution: Montana State University Bozeman CIP Code: Program Title: Hospitality Management Level II proposals require approval by the Board of Regents. Level II action requested (place an X for all that apply and submit with completed Curriculum Proposals Form): Level II proposals entail substantive additions to, alterations in, or termination of programs, structures, or administrative or academic entities typically characterized by the (a) addition, reassignment, or elimination of personnel, facilities, or courses of instruction; (b) rearrangement of budgets, cost centers, funding sources; and (c) changes which by implication could impact other campuses within the Montana University System and community colleges. Board policy 303.1 indicates the curricular proposals in this category: 1. Change names of degrees (e.g. from B.A. to B.F.A.) 2. Implement a new minor or certificate where there is no major or no option in a major; X 3. Establish new degrees and add majors to existing degrees; and X 4. Any other changes in governance and organization as described in Board of Regents Policy 218, such as formation, elimination or consolidation of a college, division, school, department, institute, bureau, center, station, laboratory, or similar unit. Specify Request: Establish a new undergraduate interdisciplinary degree program in Hospitality Management with four Options in 1) Restaurant Management: Farm to Table, 2) Lodge Management & Rural Tourism, 3) Value Added Food Enterprise, and 4) Sports and Recreation Administration. Create an interdisciplinary entity to include the proposed program and other closely related interdisciplinary programs called the School of Interdisciplinary Studies in Food, Agriculture, and Business. To be housed in the existing College of Education, Health and Human Development. 40

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 1 of 16 1. Overview This proposal is for a new interdisciplinary Bachelor s Degree Program in Hospitality Management that capitalizes on MSU s strengths in Food, Agriculture, and Business, is well-aligned with Montana s brand of tourism, and addresses current demand from hospitality and food industry stakeholders, future employers, and students. 2. Provide a one paragraph description of the proposed program. Be specific about what degree, major, minor or option is sought. The Hospitality Degree program is an interdisciplinary bachelor s degree program that can be completed in 3 years. It incorporates existing coursework from Food & Nutrition, Agriculture, and Business. New courses will be designed to bridge business management skills with content in food and agriculture such that graduates are prepared to become valued employees and successful food, hotel, tourism, sports, and recreation entrepreneurs. Four degree options are proposed: Restaurant Management: Farm to Table; Lodge Management & Rural Tourism; Value-Added Food Enterprise; and Sports & Recreation Administration. Each of these options is distinct in the state and region and has the potential to stimulate the industry and professionalize the future workforce for Montana s tourism economy. 3. Need A. To what specific need is the institution responding in developing the proposed program? Currently, there are no programs in Hospitality offered at 4-year degree institutions in Montana, yet tourism is one of Montana s leading industries, and according to interviews with stakeholders, hospitality management jobs are difficult for employers to fill. According to the Montana Office of Tourism, eleven million visitors came to Montana in 2013, contributing $3.6B to the state s economy. Tourism and recreation businesses support 48,260 Montana jobs. According to a recent report by the University of Montana s Institute for Tourism and Recreation Research, Gallatin County leads the state in tourist spending ($667M in 2013), with tourism contributing to 6,500 local jobs (Bozeman Daily Chronicle, 8.19.14). There is a need for professionally trained managers in the hospitality industry across the state. As the land grant institution of Montana, MSU is uniquely positioned to provide this education and training. B. How will students and any other affected constituencies be served by the proposed program? Hospitality industry stakeholders in Montana will benefit from having a pool of qualified candidates when hiring food and beverage or hotel managers, positions that are currently difficult to fill. Additionally, they will have the opportunity to work with, train, and hire hospitality students to fill positions that would normally be filled by individuals who are seeking employment, but have no interest in the hospitality profession. 41

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 2 of 16 Food and agriculture industry stakeholders in Montana also stand to benefit from the proposed degree program in that many constituents have been seeking academic expertise in the area of value-added agriculture or small-scale food processing. According to the MT Department of Agriculture, Agriculture is Montana s largest industry, generating $4.2B for agricultural products and services in 2012. However, most of our agricultural products are exported raw, a missed economic opportunity for the state s economy and for agricultural producers. Relative to 1950, a much smaller percentage of what we consume in the state was produced here. As a state, Montana has the potential to become much more food self-reliant with the right training for food and agricultural professionals. Currently, the number of jobs in food product manufacturing is growing, making it the third largest manufacturing sector (Grow Montana; growmontana.ncat.org). College graduates need the appropriate skills in order to fill these new positions, and the industry needs technical assistance from the Land Grant University. The sports and recreation industry in the state and region will benefit from having a workforce trained in professional business and management skills. Montana is home to first class outdoor recreation opportunities, and many of the tourists who visit the state do so to gain access to National Parks including Yellowstone (3 million annual visitors) and Glacier (2 million annual visitors). In 2013, Gallatin Field Bozeman became the state s highest volume airport (Gallatin Field), and ski visits in Montana increased from the previous season by 3%, for a near record total of 1.4 million. (Source: Institute for Tourism and Recreation Research). There are nearly 600 sports facilities in the state of Montana (source: www.sportscourts.com), and the Chamber of Commerce lists 49 facilities in Bozeman alone. In April of 2014 the Bozeman City Commission unanimously approved $7.5 million for a new sports complex. The fields will be used for youth soccer, lacrosse, rugby, football, field hockey, ultimate Frisbee and possible baseball and softball. This complex is predicted to generate millions of dollars for the community. (source: Bozeman Daily Chronicle 4.7.14). Opportunities for entrepreneurship abound for students with the appropriate education and training for success. Students will benefit from this program designed specifically to develop hospitality managers. The curriculum provides a combination of business skills along with content knowledge in food and agriculture, hotel or lodge management, and/or sports and recreation. The program includes hands-on training, experiential learning, and internships. Most importantly there are both existing jobs and entrepreneurial opportunities for graduates. C. What is the anticipated demand for the program? How was this determined? Demand for the program was assessed in three different ways: 1) using an independently conducted analysis by Education Advisory Board, 2) conducting a focus group and interviews with industry stakeholders, and 3) a review of current enrollment in related programs offered at 42

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 3 of 16 MSU Bozeman, MSU Billings and UM along with informal communications and follow-up with SFBS alumni. According to an assessment conducted by Education Advisory Board (in collaboration with Burning Glass and Labor/Insight TM ) the overall demand for positions with hotel, restaurant, and tourism management skills has risen steadily since 2010. Between 2010 and 2013, the number of job postings grew 14.3% overall, and 44% in the region. This trend is predicted to continue. Employers are predominantly seeking graduates with traditional business and finance skills (accounting, financial reporting, and sales), and skills specific to hospitality (restaurant management, food safety, and event planning). Between May 2013 and April 2014, 97 positions were posted in Billings MT alone, but more than 4,000 jobs were posted in the region (including Seattle, Portland, Salt Lake, Boise, and Spokane). The most predominant employers were foodservice establishments and food distribution companies, travel agencies, fitness centers and gyms, and hotel chains. The most predominant job titles for graduates were restaurant manager, retail manager, store manager, general manager, and assistant manager. The most common relevant occupations for positions included foodservice supervision and management, sales management, marketing management, accountants, lodging management, event planning, and human resource management. No competitor programs exist in the state of Montana, although there are programs in Washington, Utah, Idaho, and North Dakota, and South Dakota. Regarding growth and decline in the demand for Associate s Degree graduates with a Culinary Arts Skills, the report states that the number of positions requiring a Culinary Arts Associate s Degree declined 17.5% from 2010-2013, but that positions requesting either high school or an associate s degree grew by 24.8% during the same period. Between 2010 and 2014, the number of job postings that requested associate s degrees grew at an overall rate of 16%. Job postings for professional cooking jobs do not always use the term Associates Degree in position descriptions, though having an AAS Degree would make a candidate more competitive. The skills sought by employers predominantly included employee training, merchandising, cash register operation, repair, cooking, event catering, food safety and food service experience. This listing suggests that an Associate s Degree in Culinary Arts should include business management content and skill development. Potential employers include hotels, hospitals, and foodservice contractors, in addition to restaurants. Top job titles for graduates with culinary arts degrees include cook, store manager, and restaurant shift supervisor. In Montana, Flathead Valley Community College and Missoula College at the University of Montana offer Associate of Applied Science Degrees in Culinary Arts and Food Service Management respectively. In a focus group and interviews, general managers of hotels and foodservice directors suggested that they have difficulty filling management positions, and that they would prefer to fill front line positions with students enrolled in hospitality programs who were interested in hospitality careers. According to local hospitality industry stakeholders, the most important skills required of graduates are related to customer service and human resource management. Many focus group participants and interviewees expressed interest in developing an internship program to accompany an MSU degree program, stressing the value of a degree that includes experience working in the industry. Participants were very supportive of developing a degree program at 43

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 4 of 16 MSU and eager to be involved in an industry stakeholder advisory council. According to stakeholders, one of the most important perceived benefits of a hospitality degree program at MSU is the potential to professionalize the future workforce for the hospitality and tourism industry in Montana. That is, workers and managers in the hospitality industry would have more professional skills and hospitality expertise, particularly in customer service and human resource management. With the increase in the boutique and luxury hotel industry in Bozeman, there is a need for increasing the skills and professionalism that sophisticated tourists expect, and for which there is no ready supply. We see an opportunity to develop tomorrow s leaders in these areas. Student demand is evident through advising of current and past students in the Sustainable Food & Bioenergy Systems Degree Program, 10% of whom would have enrolled in the Restaurant Management: Farm to Table option had it been offered, and another 5% in the Value-Added Food Enterprise option (There are currently 90 SFBS students, and the degree program is 5 years old). SFBS graduates have suggested that additional business content and skill development in the curriculum would have helped them be more immediately successful. Judging from the success of SFBS in attracting both in and out-of-state students, it is reasonable to assume that an interdisciplinary Hospitality Management Degree program that emphasizes sustainability would also be attractive and ultimately successful. The number of food and nutrition majors has also grown 13.5% in the last five years to 126 students. The hospitality degree program would be an alternative for students interested in food who do not wish to pursue a career in dietetics or nutrition science. Health and Human Performance (HPP) is the most heavily enrolled major in the Department of Health and Human Development. In fall 2013, there were 405 majors, representing 42% of the total number of undergraduate majors in HHD. This degree program has grown 60% since 2010. Students in this major are aiming for careers in physical therapy, personal training, and exercise physiology in addition to graduate school. Of the 405 majors, 72 are enrolled in the Kinesiology option. HHP faculty estimate that based on career goals, approximately 30% of these would enroll in the Sports & Recreation Administration option of the proposed Hospitality degree program. These students in fact might be interested in managing recreation programs and sports facilities, and would benefit from academic training in business and management in addition to content in hospitality management. The Health Enhancement major has been holding fairly steady for the last 5 years at 54 students, but 63 students are currently enrolled in the more recent offered Coaching Minor. This is another subset of students who would be interested in the Sports & Recreation Administration degree option. Providing current students with a more appropriate academic path will have a positive impact on student retention and graduation rates. However, we believe the Hospitality degree program will be even more successful at attracting new students, and out-of-state students. MSU already has an excellent reputation for training students in Food & Nutrition, Dietetics, and Sustainable Food Systems (see links below). We can capitalize on this momentum to market a related degree program in Hospitality Management. Montana will be an attractive place to study restaurant management: farm to table, lodge management and agritourism, value-added food enterprise, and sports and recreation administration. Publicity for MSU s food-related programs: 44

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 5 of 16 http://www.alliedhealthworld.com/blog/10 dietetics and nutrition programs to check out.html http://www.montana.edu/news/11716/msu program named one of the 10 best college environmentalprograms in the u s http://www.montana.edu/news/12660/msu s towne s harvest garden receives national recognition 4. Institutional and System Fit A. What is the connection between the proposed program and existing programs at the institution? There are several existing programs that will be interdependent with a new degree program in Hospitality Management, most notably the Sustainable Food & Bioenergy Systems degree program, the Montana Dietetic Internship, and Towne s Harvest Garden. Sustainable Food & Bioenergy Systems (SFBS) is a 4-year Bachelor s degree program that integrates coursework in agroecology, crop production, animal science, and food and nutrition. This interdisciplinary curriculum is a collaboration among four MSU departments (HHD, PSPP, LRES, and ANRS) in two different colleges (EHHD and Agriculture). Students began enrolling in SFBS in Spring 2009. Currently the program has approximately 90 majors and 40 alums. SFBS has attracted many new students to the study of food and agriculture while emphasizing interdisciplinary and systems thinking. Graduates are prepared to begin addressing society s multi-factorial food and energy issues and seek careers in small scale food production and marketing, community development, food and energy policy, non-profit organization management, foodservice and other kinds of food enterprise. Relevant SFBS courses will be incorporated into the Hospitality Management Degree. Students who are seeking careers in culinary arts, restaurant or foodservice management, catering, or value-added agriculture would be better served by a degree in Hospitality Management that integrates more business and management coursework and provides additional hands-on experience with developing and managing a foodservice or value-added enterprise. The Montana Dietetic Internship (MDI) provides students who have earned undergraduate degrees in dietetics with the required supervised practice experience for becoming registered dietitians. MDI, which began enrolling interns in 2011, is currently a 10-month long non-degree graduate program, and preference for admission is given to MSU graduates in food and nutrition (dietetics option). However, MDI s unique concentration in Sustainable Food Systems makes it one of only two in the nation with that designation and as a result, serves to attract between five and ten out-of-state applicants for each available slot. Of the 28 interns who have completed the program to date, 93% have passed their dietetic registration exam, and 90% are employed in the field of dietetics (half of those in the state of Montana). The 18 interns who have completed the 45

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 6 of 16 program during the summer of 2014 will now prepare for their registration exam and seek employment in Montana and elsewhere. The field of dietetics encompasses medical nutrition therapy, community nutrition education, and foodservice management. MDI interns complete rotations in each of these areas with preceptors in contracted facilities across the state of Montana including hospitals, schools, clinics, public health departments, state agencies, and at MSU. A Hospitality Management Degree would serve to enhance MDI, in that more of the required hands-on foodservice management training could be provided at MSU. Towne s Harvest Garden (THG) is MSU s 3-acre organic campus farm, located at the BART farm, 1 mile west of campus. It serves as an experiential outdoor classroom, living research laboratory for studying local food systems, and a space for community engagement and service learning. THG was initiated by students and faculty in 2006, and is currently in its eighth year of production and food distribution. THG primarily distributes food through a community supported agriculture program (CSA) where members pay for a share of produce in advance of the season, and then visit the farm each week to pick-up their share of the harvest. Additionally, THG operates a weekly campus farm stand in the summer and early fall, operates a Community Food Truck (CFT) which transports discounted produce to rural communities surrounding Bozeman, and offers discounted weekly shares of produce to students who visit the farm on Friday afternoons in the late summer and early fall. Finally, THG provides food for the MSU Foodservices Montana Made program when requested. THG is thoroughly integrated into the SFBS curriculum. SFBS students spend a summer or fall semester at THG experientially learning about small scale food production and distribution from planting seeds to transplanting, weeding, irrigating, pest management, composting, harvesting, field washing and bundling, and marketing. This course is called the Towne s Harvest Practicum. Another SFBS course that utilizes THG as a classroom is Culinary Marketing Farm to Table. Culinary Marketing students also experience garden maintenance, and then harvest produce specifically for food preparation in the Herrick Hall Foods Lab. Collectively they complete a quantity food project that is known as the annual Towne s Harvest President s Lunch, which is served on the farm using rented tables and chairs, and tableware transported from the Foods Lab. Montana Dietetic Interns also experience THG in the first two weeks of their internship when they complete a rotation in sustainable food systems. They experience harvesting, field washing, and marketing, and experiment with recipe development and food preservation in the Herrick Hall Foods Lab. THG is a vital component of each of these academic programs and courses. Hospitality Management students would also complete part of their training at THG, in a practicum course focused on kitchen garden management of high value crops for farm to table culinary enterprises. A Hospitality Management Degree Program would also incorporate coursework currently offered in the College of Business, coursework in the Food & Nutrition, Health & Human Performance, Health Enhancement, and Family and Consumer Science curricula in the Health and Human Development Department, coursework offered by the Agriculture Education Department, and coursework offered by the School of Architecture. Additionally, activity courses offered through the Recreational Sports and Fitness will complement the Sports and Recreation Administration option. 46

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 7 of 16 B. Will approval of the proposed program require changes to any existing programs at the institution? If so, please describe. Approval of the proposed program will not require any major changes to any existing programs. Resources are available from the Provost s office if additional sections of courses need to be offered due to high demand. The proposed program will attract new students to MSU and provide new education and training opportunities for dietetic interns, and students in Food and Nutrition, SFBS, and Agricultural Education. There are several existing courses in which small changes will be made to avoid duplication, or where some clarification of content may be useful in light of the new courses proposed. These are listed below. NUTR 226: Food Fundamentals and NUTR 227: Food Fundamentals Lab comprise an existing twocourse series that is part of several existing degree programs including Food & Nutrition, Family and Consumer Science, and the SFBS Sustainable Food Systems option. NUTR 226 is a 3 credit lecture course open to non-majors, but NUTR 227 is restricted due to limited lab section capacity. The series focuses on the fundamentals of food science with emphasis on each of the food groups from agricultural production through food processing and finally preparation for consumption. Culinary considerations are part of the content. The lab portion consists of a series of food experiments that allow students to gain hands-on food preparation experience in a home-style kitchen (rather than a commercial kitchen), and also the opportunity to explore food science concepts in a laboratory setting. The proposed CULA 101: Intro to Culinary Arts, would be more focused on the introduction and development of practical skills and professional cooking in a commercial kitchen setting, appropriate for future chefs, restaurant managers, and food processing entrepreneurs. To emphasize the distinction, NUTR 226 might be renamed Food Science Fundamentals and NUTR 227 likewise Food Science Fundamentals Lab. NUTR 322: Foodservice Systems Management is a 3 credit lecture course covering content related to foodservice systems and management theory and currently includes the National Restaurant Association s ServSafe Training and Certification. This is also a course for Food & Nutrition majors and SFBS Majors in the Sustainable Food Systems option. One of the major projects in this class is the conceptual design of a restaurant operation or foodservice. This is an appropriate course for Hospitality Majors, though the ServSafe training and certification would be offered in an earlier new course called HOSP 1XX: Food Safety & Sanitation. This component would be retained in NUTR 322 as optional for those students not taking HOSP 1XX: Food Safety & Sanitation as part of their curriculum (currently the content is delivered on-line). For clarity, it would be logical to update the rubric of this course and NUTR 395: Practicum: Quantity Foods Production & Management to HOSP rather than NUTR. NUTR 351: Nutrition and Society is a 3 credit lecture course focused on the principles of community nutrition, food policy, nutrition education, and public health. Nutrition and Society is a required course for Food & Nutrition Majors and SFBS Majors in all options and will be part of the two Hospitality Management options dealing with food. Currently NUTR 351 contains a small amount of content (1 lecture and 1 project) related to food and culture. A separate proposed NUTR 251 Food & Culture has long been needed/desired for the Food & 47

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 8 of 16 Nutrition curriculum, and would be needed by the food options of the Hospitality Management Degree and the 2-year Associate s Degree in Culinary Arts offered by Gallatin College as well. Therefore the food and culture component of NUTR 351 would be eliminated, reducing crowding of content in that course, so that the food and culture content can be covered much more comprehensively and appropriately in a new course. C. Describe what differentiates this program from other, closely related programs at the institution (if appropriate). While there will be some interdependence among Hospitality Management and existing programs, the proposed degree is distinct because it is designed to provide business and management training in the specific areas of foodservice, lodging, agritourism, sports and recreation. The program combines existing courses in a unique way and adds new courses where necessary to complete the degree and various options. This is an interdisciplinary degree program that will be one-of-a-kind in the state of Montana and beyond. D. How does the proposed program serve to advance the strategic goals of the institution? The proposed program is well-aligned with MSU s strategic plan by contributing to learning, discovery, and engagement, improving access to education, demonstrating financial and environmental stewardship of university resources, and providing ample opportunities for the integration of scholarship activities. Hospitality Management graduates will be prepared for existing career opportunities. The needs assessment demonstrated that job opportunities in this field are growing. The curriculum includes the hands-on experience that is attractive to employers, and the human infrastructure of the program is planned such that students will receive job placement support. Collaborating with Montana employers to provide internship experiences will in turn create an employment network for graduates. This interdisciplinary program will bring together diverse group of faculty who can collaborate on research, grant-funded projects, and other forms of scholarship. Built into the Hospitality Management curriculum are multiple opportunities for community engagement, service learning, and outreach in Montana s rural communities and beyond. Like SFBS, THG, and MDI, Hospitality Management will provide a means for facile integration of learning, discovery, and engagement. The curriculum itself is learning opportunity that is worthy of research, publication, and dissemination. The planned community engagement that is central to the curriculum is an essential part of the learning experience and will encourage inquiry 48

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 9 of 16 that leads to new discoveries in farm to table cuisine, agritourism, value-added food enterprise, and sports and recreation administration. Coordinating a Bachelor s degree program in Hospitality Management with a Culinary Arts program offered by the Gallatin College will improve opportunities for students who might have discontinued their education with a two-year degree by creating a clear pathway to a BS. Sustainability is at the core of the proposed degree program in Hospitality Management. The curriculum incorporates teaching on sustainability from resource conservation, to social justice and strengthening local economies through entrepreneurship in agriculture and tourism. In addition, the proposed program provides the university with entrepreneurial opportunities, thus contributing to stewardship of financial resources on campus. E. Describe the relationship between the proposed program and any similar programs within the Montana University System. In cases of substantial duplication, explain the need for the proposed program at an additional institution. Describe any efforts that were made to collaborate with these similar programs; and if no efforts were made, explain why. If articulation or transfer agreements have been developed for the substantially duplicated programs, please include the agreement(s) as part of the documentation. Currently, a Bachelor s Degree in Hospitality Management is not offered in the Montana University System. Flathead Valley Community College and Missoula College at the University of Montana offer Associate of Applied Science Degrees in Culinary Arts and Food Service Management respectively. The proposed Culinary Arts: Farm to Table AAS Degree has a unique emphasis on Sustainability, and will address local demand for professional cookery training. The proposed Gallatin College Program is being designed in collaboration with the Hospitality Degree to encourage 2-year degree students to continue their education and earn a BS Degree. The University of Montana offers a BS in Parks, Tourism and Recreation Management and a minor in Recreation Management (in the College of Forestry and Conservation). This degree program emphasizes Natural Resources, Ecology, Wilderness Protection and Outdoor Recreation; and course requirements include two business courses (Financial Accounting and Managerial Accounting), as well as courses titled Nature Based Tourism, Tourism & Sustainability, and Outdoor Recreation Management. According to faculty at UoM, this program has been in existence for more than two decades (though its name has evolved. Enrollment has been steady at 100-120 students. MSU Billings offers a Bachelor s Degree in Outdoor Adventure Leadership (in the 49

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 10 of 16 Department of Health and Human Performance) which emphasizes exercise science, outdoor activities and skills, and leadership development; and course requirements include Adventure Leadership, Outdoor Recreation in the United States, and Organization and Administration in Health Enhancement. Enrollment in the MSU Billings program has been fairly steady since 2011 with an average of 40 majors. There will be some similarities between these two existing programs and the proposed Hospitality option in Sports and Recreation Administration which includes courses titled Foundations of Exercise Science, Managing Healthcare Organizations, and a new course in Recreation Management (which will not be limited to outdoor or adventure-based recreation, but also include content related to management of rural/agriculture-based tourism, private sports clubs, fitness facilities, and gyms). The proposed Hospitality Management Degree Program is more interdisciplinary than either of the degree programs described above, including approximately 18 credits of business management coursework in all options as well as core courses in hospitality (food, lodging, and tourism). The intended niche of the Hospitality Management Degree program is restaurant and lodge management with an emphasis on farm to table and agritourism. The intended niche of the sports and recreation administration degree option is the management of gyms, recreation, and other health and fitness related facilities, and not necessarily on nature tourism, or outdoor adventure leadership. Hospitality Management students would have the opportunity to complete part of their studies at MSU Billings (or UofM) if outdoor adventure leadership were of interest. Alison Harmon has been in communication with faculty at both UofM and MSU Billings to discuss the distinct niche of each program. Curriculum comparison tables are in the Appendix of the full proposal. There is currently significant demand for coursework related to sports and outdoor recreation among MSU Bozeman students, a plethora of local opportunities for outdoor recreation in the surrounding area, and Gallatin County leads the state of Montana in tourist spending. Some duplication in the area of outdoor recreation and tourism may be justified in the future. 5. Program Details A. Provide a detailed description of the proposed curriculum. Where possible, present the information in the form intended to appear in the catalog or other publications. NOTE: In the case of two year degree programs and certificates of applied science, the curriculum should include enough detail to determine if the characteristics set out in Regents Policy 301.12 have been met. The Hospitality Management degree program has four options in Restaurant Management: Farm to Table, Lodge Management & Rural Tourism, Value-Added Food Enterprise, and Sports & Recreation Administration. With full-time study, students will complete the degree in six academic semesters and three summer sessions (three full years). Summer sessions are the ideal time to study and practice concepts related to farm to table, agritourism, value-added foods, and recreation in Montana. This feature should be appealing to prospective students and parents alike, and is unique among hospitality degree programs nationally, increasing the attractiveness of the program for out-of-state students. The compressed curriculum schedule intends to improve 50

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 11 of 16 graduation rates, as students will be encouraged to keep pace with their Freshman co-hort. All options have practicum courses for skill development, and field-based courses that integrate problem-based learning and service learning through community engagement. Additionally all options include internships (at least 9 credits) to ensure that graduates have sufficient practical work experience to be competitive for job placement. This will be the first 3-year baccalaureate degree program at MSU. The Restaurant Management: Farm to Table option is focused on management of restaurant enterprises with an emphasis on farm to table sourcing and healthful cuisine. Graduates will find employment as foodservice and restaurant managers or as entrepreneurs launching their own restaurant or foodservice enterprise. This option is also tied to the provision of foodservices in healthcare facilities (hospitals, assisted living, and retirement homes) and other institutions such as schools, workplaces, or prisons. The curriculum utilizes existing coursework in SFBS, Food and Nutrition, and Business, and adds courses specifically related to culinary arts and farm to table sourcing. Practicum courses are in foodservice systems management, quantity food preparation, and kitchen garden management, and the option includes a senior level restaurant management internship. This is the option that would most likely attract Gallatin College students who earn their Associate s Degree in Culinary Arts: Farm to Table to continue their education and earn their Bachelor s Degree. The Lodge Management & Rural Tourism option is focused on the management of hotel and lodging facilities with an emphasis on tourism related to agriculture. Graduates will find employment as managers of rural inns, B&Bs, and dude ranches; or as managers in independently operated hotels or national hotel chains. They may also choose an entrepreneurial path, launching their own lodging or agritourism enterprise. The curriculum utilizes existing coursework in Business, overlapping some with the Restaurant Management: Farm to Table option, and adds coursework specific to lodging operations, agritourism, and event planning. It includes practicum coursework in lodging management and junior level and senior level internships in lodging operations and lodging management. While rural tourism and agritourism are emphasized in this option, graduates will also be prepared for hotel management and ecotourism (or sustainable tourism) careers in national parks and urban settings. The Value-Added Food Enterprise option is focused on food science and small scale processing, with an emphasis on adding value to Montana s raw agricultural commodities and marketing (or direct marketing) for local and regional distribution. Existing value-added food enterprises are often associated with agritourism, and typically integrate a farm to table philosophy, thus, this option ties together the themes of the degree program. Graduates will find employment with existing food processing and distribution companies, or as entrepreneurs launching value-added food enterprises. The curriculum utilizes existing coursework in SFBS, Food & Nutrition, and Business. New courses overlap with the Restaurant Management: Farm to Table option, and additionally include courses in food processing, and experimental foods. The option includes practicum coursework in food product development and a senior level internship with a value-added food enterprise firm. The Sports & Recreation Administration option is focused on the business management of sports and recreation facilities, health centers, spas, private sports clubs or leagues, community recreation programs, workplace/corporate health and fitness programs, and sport-related 51

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 12 of 16 tourism. Graduates will find employment managing existing gym and sports facilities or as entrepreneurs launching their own recreation, sports, or tourism enterprises. The curriculum utilizes existing coursework in Business, Food & Nutrition, and Kinesiology; and new coursework overlaps with the Lodge Management & Rural Tourism option. Some course work also overlaps with the Restaurant Management: Farm to Table option, as many fitness facilities also include a foodservice operation (coffee, juice bar, nutritional products etc.). This option includes a senior level internship in sports and recreation administration. Activity electives for the option are offered through ASMSU Recreational Sports and Fitness (bowling, racquetball, weight training, soccer, cycling, swimming, yoga, martial arts etc.) and potentially the ASMSU Outdoor Recreation Program. Detailed required course listings are found in the Appendix of the full proposal. B. Describe the planned implementation of the proposed program, including estimates of numbers of students at each stage. The proposed launch of the Hospitality Management Degree is Fall 2015. However, the full implementation of the program will depend on investment from the University and potentially, hospitality industry stakeholders. New faculty and infrastructure will be needed to support a 3- year Bachelor s degree offering four options. The proposed option requiring the least amount of new resources is the Sports & Recreation Administration which could be launched in year 1 after the search and hire of one TT Faculty member with expertise in hotel, tourism and recreation management. The option of Restaurant Management: Farm to Table and Lodge Management & Rural Tourism could be launched in year 2, following the search and hire of one TT Faculty member with expertise in hospitality and foodservice management. The Value-Added Food Enterprise option could be launched in Year 3, followed by the search and hire of one TT Faculty member with expertise in Food Science. Student demand for the first two options is already present on campus (subsets of SFBS and Health and Human Performance students). Interested students may be able to begin the program in one of the first two options and switch when a new option is launched (ie, Restaurant Management: Farm to Table students could switch to Value-Added Food Enterprise, and Sports & Recreation Administration students could switch to Lodge Management & Rural Tourism.) Initial enrollment goals for the degree program would be approximately 100 students within 5 years, graduating 10-30 per year. (A detailed Implementation Plan, 4-Year Timeline can be found in the Appendix of the full proposal). 6. Resources A. Will additional faculty resources be required to implement this program? If yes, please describe the need and indicate the plan for meeting this need. The human resource needs for the School of Interdisciplinary Studies in Food, Agriculture, and Business (FAB), include a Director (1FTE), an Administrative Assistant (1 FTE), and a Program Manager (1 FTE). The Director would be responsible for overseeing SFBS, Hospitality Management, Food and Nutrition, the Montana Dietetic Internship, and Towne s Harvest, in 52

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 13 of 16 addition to any newly developed programs. The Director would collaborate with the Recreational Sports & Fitness and the Outdoor Recreation Program regarding Activity classes, and with faculty in all departments providing coursework for interdisciplinary degrees. The Director would regularly convene an MSU faculty advisory committee for the School of FAB in addition to an external advisory council of industry stakeholders; oversee student recruitment, advising, and retention; hire faculty and staff for the program, develop program marketing materials; and conduct program assessment. The Program Manager would coordinate all internships for SFBS and Hospitality Management, develop and maintain internet content for each of the programs; provide course registration advising for SFBS and Hospitality Students; maintain an alumni network for both degree programs; coordinate program orientations and tours; develop program newsletters; and assist with planning program seminars. The Administrative Assistant would provide administrative support for the Director of the School, the Program Manager, and the Director of MDI. To launch the Hospitality Degree Program, three new tenure track faculty lines will be required. In addition, one full time NTT Faculty is needed in Culinary Arts who might also be hired to manage the campus restaurant, along with one full time NTT Faculty in hotel management, who might also be hired to manage the campus hotel. In this way, tenure track faculty would be responsible for teaching the academic portions of the curriculum while experienced professionals (NTT Faculty) would be enlisted to supervise the hands-on development of specific skills utilizing on-campus classroom laboratories (i.e. professional cooking, restaurant management, hotel management, recreation management, and garden management). If the program is not linked to a campus restaurant and hotel, then 1 NTT FTE will be adequate for providing professional skill instruction. Additional support may be needed, depending on enrollment, to support the teaching of business courses required by all options, and other required courses including NUTR 351 (significant service learning component), SFBS 451R (CORE Research course), AGED 140US (CORE class recommended), FCS 371 (required in all options), and SFBS 429 (required in all options). Depending on enrollment in the Sports & Recreation Option, these courses may expand in enrollment beyond their current capacity: KIN 105, KIN 221, KIN 270, and NUTR 411. As indicated in the implementation plan, the Hospitality Degree Program can be rolled out in phases starting with the Sports & Recreation Administration option (would require 1 TT faculty member to launch), followed by the Restaurant Management: Farm to Table and the Lodge Management & Rural Tourism options (would require 1 additional TT faculty member and 2 NTT faculty), and finally the Value-Added Food Enterprise option (would require one additional TT faculty member who might also serve as an MSU Extension specialist). B. Are other, additional resources required to ensure the success of the proposed program? If yes, please describe the need and indicate the plan for meeting this need. Existing MSU infrastructure to support this major includes a teaching kitchen in Herrick Hall, Towne s Harvest Garden at the BART farm, and the Food and Health Disparities Integrative 53

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 14 of 16 Lab, the Recreational Sports and Fitness Facility, and the Outdoor Recreation Program. The Herrick Hall Foods Lab, with seven food preparation stations, is set up to mimic a household kitchen, with some commercial equipment such as stainless steel prep tables, a commercial range, and foodservice quality appliances. Townes Harvest is a 3-acre plot on the Horticulture Farm (part of the BART farm), with four hoop houses for season extension, a fruit orchard, and pole barn, in addition to growing space in the Plant Growth Center for starting seeds. There is space at Towne s Harvest for an intensively managed high value garden that could serve as the living laboratory classroom for a course in Kitchen Garden Management (part of two Hospitality options). The Food and Health Disparities Integrative Lab, (led by Dr. Selena Ahmed and Dr. Carmen Byker in the HHD Department) can be used to examine phytonutrient content of foods and to test the sensory properties of food with either trained and consumer panels. Students conducting product development as part of their coursework in Value-Added Food Enterprise will be able to collaborate with MSU researchers to test their products. Finally, the Recreational Sports and Fitness Facility on campus and the Outdoor Recreation Program will be excellent resources for developing and offering coursework and electives for the Sports & Recreation Administration option. To operate a successful Hospitality Management degree program, additional infrastructure will be needed. For launching the Restaurant Management: Farm to Table option, a restaurant laboratory classroom is needed that would be open to campus and public, but managed by students completing practicum coursework. To support the restaurant and associated classroom, adjacent commercial kitchens for hot and cold food preparation, meats & charcuterie, and baking are needed. These kitchens can also be used by Gallatin College for additional coursework in Culinary Arts. For launching the Lodge Management & Rural Tourism option, a hotel laboratory classroom (and conference center), would be ideal. A campus hotels could be open to university guests, alumni and the visiting public. Both of these entities can potentially produce income to support themselves and produce additional support for the Hospitality Management degree program. Alternatively, they could be developed as a public private partnership, in which industry stakeholders invest in their construction. The Value-Added Food Enterprise option will require a small scale food processing lab for developing food product prototypes and conducting associated research. This lab could also be adjacent to the commercial kitchen space described above. For the Sports & Recreation Administration option, additional sports equipment may be needed in order to offer additional for-credit coursework in this area. In summary what is needed includes a 3000-4000 sq ft. commercial kitchen facility, including separate spaces for cold and dry storage, meats, baking, food processing, and hot/cold food prep; an adjoining restaurant space with a 75-100 person seating capacity; a room for private group dining/meetings; an adjacent classroom space that can accommodate a minimum of 25 students; and ideally a 25 room boutique hotel with conference meeting rooms. Partnerships with local chain and independently owned hotels could satisfy this need initially. The infrastructure that will support the proposed academic program will also be a source of revenue for the university. A university hotel is likely to be fully rented on many occasions by visiting scholars, interviewing candidates, conference attendees, accreditation site visitors, VIPs, football fans, parents etc. In addition to supporting teaching, the commercial kitchen and food 54

Montana Board of Regents CURRICULUM PROPOSALS ITEM #XXX XXXX XXXXX Page 15 of 16 processing lab could be used for outreach and training such as that conducted by Team Nutrition with School Food Service Managers and cooks. Additional outreach and classes for public education using this space would be a source of revenue. The space could also rented by external organizations conducting classes and training, or to food entrepreneurs. 7. Assessment How will the success of the program be measured? Several aspects of the program will be monitored and assessed to ensure that program and learning goals are being met. Learning Goals will be established for each option following a survey of learning outcomes for each course in the curriculum. Key means (assignments and activities) and measures will be selected for monitoring student achievement. Student Satisfaction with the program will be assessed by seeking informal feedback during advising sessions and by an exit survey completed with each student just prior to graduation. Student retention, program completion, years to program completion, internship placement and job placement will be key indicators of program success and will be monitored, in addition to gathering feedback from internship hosts and employers. Overall Program Impact will be assessed using a five year followup survey of graduates regarding employment, entrepreneurship, and career satisfaction. 8. Process Leading to Submission Describe the process of developing and approving the proposed program. Indicate, where appropriate, involvement by faculty, students, community members, potential employers, accrediting agencies, etc. Dr. Alison Harmon (Health and Human Development Faculty) volunteered to develop this proposal as the content of the proposed curriculum overlaps well with her academic training and teaching experience (food and nutrition, culinary fundamentals, farm to table cuisine, small business and entrepreneurship, and sustainable food systems). Additionally, Dr. Harmon was a leader in the development of the interdisciplinary Sustainable Food & Bioenergy Systems (SFBS) Degree Program for MSU. In its fifth year, this program enrolls approximately 90 students and has 40 alumni. Original enrollment goals have been exceeded by 100%. Proposal development was guided by input from MSU experts, MSU students and alums, and industry stake-holders. Additionally, a needs assessment was conducted by Education Advisory Board to determine employer demand for graduates with Hotel, Restaurant, and Tourism Management Bachelor s Degrees and Culinary Arts Associate s Degrees. A focus group was conducted in collaboration with the Bozeman Area Chamber of Commerce involving hospitality managers in the Gallatin Valley. Individual interviews were conducted with foodservice directors, restaurant managers, and culinary experts. Meetings with faculty and program leaders, and curriculum committees in the College of EHHD, College of Business, and College of Agriculture have shaped each of the degree options, and are on-going. Feedback has been incorporated or retained for future consideration. 55

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Item Number: XXX-XXXX-XXXXX Meeting Date: January 8-9, 2015 Institution: Gallatin College CIP Code: 12.0500 Program Title: Associate of Applied Science in Culinary Arts Level II proposals require approval by the Board of Regents. Level II action requested (place an X for all that apply and submit with completed Curriculum Proposals Form): Level II proposals entail substantive additions to, alterations in, or termination of programs, structures, or administrative or academic entities typically characterized by the (a) addition, reassignment, or elimination of personnel, facilities, or courses of instruction; (b) rearrangement of budgets, cost centers, funding sources; and (c) changes which by implication could impact other campuses within the Montana University System and community colleges. Board policy 303.1 indicates the curricular proposals in this category: 1. Change names of degrees (e.g. from B.A. to B.F.A.) 2. Implement a new minor or certificate where there is no major or no option in a major; X 3. Establish new degrees and add majors to existing degrees; and 4. Any other changes in governance and organization as described in Board of Regents Policy 218, such as formation, elimination or consolidation of a college, division, school, department, institute, bureau, center, station, laboratory, or similar unit. Specify Request: Gallatin College Montana State University is proposing a two-year Associate of Applied Science (AAS) degree in Culinary Arts that is well-aligned with Montana s food culture and strong tourism industry. This degree will lead to a variety of culinary and food service positions in our local food services industry. 57

January 8-9, 2015 ITEM XXX-XXX-XXXXX Gallatin College Associate of Applied Science in Culinary Arts THAT Gallatin College is proposing an Associate of Applied Science in Culinary Arts for approval. EXPLANATION Gallatin College Montana State University is proposing a two-year Associate of Applied Science (AAS) degree in Culinary Arts that is well-aligned with Montana s food culture and strong tourism industry. This degree will lead to a variety of culinary and food service positions in our local food services industry. ATTACHMENTS New Program Approval Cover Sheet Montana Board of Regents Level II Request Gallatin College AAS Culinary Arts Curriculum proposal 58

1. Overview Gallatin College Montana State University is proposing a two-year Associate of Applied Science (AAS) degree in Culinary Arts that is well-aligned with Montana s food culture and strong tourism industry. This degree will lead to a variety of culinary and food service positions in our local food services industry. This degree has several introductory level courses in common with MSU s College of Education, Health, and Human Development s proposed Hospitality Management Bachelor s. Students completing an Associate s Degree in Culinary Arts might choose to continue their education in order to complete the Bachelor s in Hospitality Management. Additionally, the Associate s Degree course work is designed to offer a future Certificate of Applied Science in Food Service. 2. Provide a one paragraph description of the proposed program. Be specific about what degree, major, minor or option is sought. The Associate of Applied Science Culinary Arts includes traditional culinary arts coursework alongside unique offerings that include concepts such as; farm to table, local agriculture, sustainability and value added techniques, all with a local Montana emphasis. The AAS in Culinary Arts is a 63 credit offering, with 21 of those credits in general education. This AAS includes a summer session of Kitchen Garden Management field work and/or an internship. There are 20 courses offered in this AAS, 16 are currently offered in the MUS system, 4 will be unique new offerings and 8 will be shared courses with the Bachelor s Degree in Hospitality Management. 3. Need A. To what specific need is the institution responding in developing the proposed program? The mission of Gallatin College is to meet the need of local industry. In July of 2014 the University of Montana s Institute for Tourism and Recreation Research released a report stating that Gallatin County led the state in tourism spending, which was a 19% increase. Park County ranked 6 th in the state in tourism spending, which made the Yellowstone Country the number one tourism region in the state. Of this tourism spending restaurant and bar expenditures make up 20% of the total. Above data represents non-resident tourism; it should be noted that the Bureau of Business and Economic Research reported in its 2014 Economic Outlook report that Gallatin County is projected to be the fastest growing urban area in the state. This growth along with an improving economy means a higher demand on our local restaurants and food service institutions (hospitals, schools, nursing homes, correctional facilities) from the local community. All these food service groups rely on professional chefs and staff to meet workforce demand. In regards to actual occupational demand, the Montana Department of Labor and Industry 59

projects average job gains per year from 2012 to 2022. In the accommodation and food services sector there will be 950 openings per year. Occupational Title 2022 Emp. Projection Annual Openings (growth/replacement) Median Wage Chefs and Head Cooks 403 12 $38,014 First Line Supervisors Food Prep/Servers 3,675 151 $29,353 Food Service Managers 443 9 $46,614 Cooks 5,702 194 $20,608 Bakers 940 29 $23,714 Cooks, Institutional and Cafeteria Food Prep and Serving Related 2,195 59 $24,141 46 3 $23,514 In the 2011 Gallatin and Park Counties Workforce Needs Assessment, local businesses identified six high priority workforce programs in the Hospitality Industry. Four of the six workforce programs were specific to culinary arts and food service needs. A number of hospitality related focus groups have confirmed this need over the past three years. In addition to the above data, Gallatin College collected data from the Bozeman Job Service from January 2014-June 2014. Job listings and job openings in Gallatin College were reviewed for cooks, food preparations workers, food service managers, slaughterers and meat packers, protein trimmers, chefs, head cooks, and first line food prep supervisors. During the time period from January 1, 2014-June 30 2014 there were 115 Job Orders and 116 Job Openings for the listed positions in Gallatin County. The nearest culinary arts programs are in the western part of the state, at Missoula College (3 hour drive) and Flathead Valley Community College (5 hour drive). B. How will students and any other affected constituencies be served by the proposed program? First and foremost there are no opportunities for students in culinary arts in this part of the state. Missoula and Flathead are the nearest offerings for culinary arts. Students will benefit 60

from this program in that it delivers specifically what they need in order to become successful culinary professionals, a combination of management skills along with content knowledge in food and culinary skills. The program includes hands-on training, experiential learning, and internships. And, most importantly there are both existing jobs and entrepreneurial opportunities across Gallatin and Park Counties for graduates. Restaurant industry stakeholders in Montana will benefit from having a pool of qualified candidates when hiring food and beverage managers, chefs, and bakers for positions that are currently difficult to fill. Additionally, they will have the opportunity to work with, train, and hire culinary students to fill positions that would normally be filled by individuals who are seeking employment, but have no professional commitment to culinary arts. Flathead Valley Community College and Missoula College at the University of Montana offer Associate of Applied Science Degrees in Culinary Arts and Food Service Management respectively. C. What is the anticipated demand for the program? How was this determined? To start with anecdotal examples, Gallatin College recruiters report every time they return from high schools tours that students continue to request culinary programing. In addition to high school students requesting this programing, high school administrators at Bozeman and Belgrade High both offer Pro-start programs in culinary arts. Pro-start is an introductory curriculum to the culinary arts industry. This connection becomes a direct pipeline from two local high schools of incoming students, it also allows for the possibility of future dual enrollment activities. Demand for the program was assessed in three different ways: 1) using an analysis by Education Advisory Board, 2) conducting a focus group and interviews with industry stakeholders, and 3) informal communications and follow-up with SFBS alumni. According to an assessment conducted by Education Advisory Board (in collaboration with Burning Glass and Labor/Insight TM ) the overall demand for positions with hotel, restaurant, and tourism management skills has risen steadily since 2010. Between 2010 and 2013, the number of job postings grew 14.3% overall, and 44% in the region. This trend is predicted to continue. Employers are predominantly seeking graduates with traditional business and finance skills (accounting, financial reporting, and sales), and skills specific to hospitality (restaurant management, food safety, and event planning). Gallatin College collected data from the Bozeman Job Service from January 2014-June 2014 specifically on job listings for cooks, food preparations workers, food service managers, slaughterers and meat packers, and protein trimmers, chefs and head cooks, and first line food prep supervisors during this time period and there were 115 Job Orders and 116 Job Openings. This listing suggests that an Associate s Degree in Culinary Arts should include business management content and skill development. Potential employers include hotels, hospitals, and 61

foodservice contractors, in addition to restaurants. Top job titles for graduates with culinary arts degrees include cook, store manager, and restaurant shift supervisor. In a focus group, hosted by the Bozeman Chamber of Commerce, and interviews, general managers of hotels and foodservice directors suggested that they have difficulty filling management positions, and that they would prefer to fill front line positions with students enrolled in hospitality or culinary programs who were interested in hospitality and culinary careers. According to local culinary industry stakeholders, the most important skills required of graduates are related to foundation culinary skills, customer service and human resource management. All the culinary focus group participants insisted in the importance of an internship in culinary and expressed interest in developing an internship program, stressing the value of a degree that includes experience working in the industry. Participants were very supportive of developing a culinary program at Gallatin College MSU and eager to be involved in an industry stakeholder advisory council. According to stakeholders, one of the most important perceived benefits of a culinary degree program is the potential to professionalize the culinary industry in Montana. 4. Institutional and System Fit A. What is the connection between the proposed program and existing programs at the institution? This two year Associate of Applied Science in Culinary Arts is being proposed alongside the four year Bachelor s in Hospitality Management. Several of the courses in the Hospitality Management degree program will share courses with the Culinary students. Please see table below for the 24 credits of shared courses. 62

CULA 102 CULA 105 Intro to Culinary Arts 3 Food Safety Sanitation Knife skills, stock, eggs, cooking techniques, etc. 3 ServSafe Certification for Managers and Food Allergies; HACCP, TIPS. Offered in MUS System/Shared course Offered in MUS System/Shared course NUTR 221CS Human Nutrition 3 Food product knowledge and how food affects health and well-being. Also taken by HOSPITALTIY, SFBS, and F&N Majors etc. SFBS 2XX Kitchen Garden Management (AKA Towne s Harvest Practicum) 3 Field based Practicum course at Towne s Harvest; small plot hands on gardening planning and maintenance and harvesting. Some marketing experience. (Herbs, greens and other vegetables). Also taken by HOSPITALITY Majors, and could overlap with or be a special section of SFBS 296 (Towne s Harvest Practicum), which is taken by SFBS Majors. NUTR 226 NUTR 251 Food Fundamentals 3 Food Science, nutrition, food systems, food knowledge. Food and Culture 3 Cultural, regional, and international Aspects of Cuisine SFBS 2xx Farm to Table Sourcing CULA 250 Hospitality Supervision/Customer Service 3 Sourcing locally, managing producer relationships, seasonal menu planning, feature recipe development. 3 Customer Service. Settings, service, guest service, front and back relations. Also taken by HOSPITALITY, SFBS, F&N Majors Would be added to F&N Curriculum Also taken by HOSPITALITY Majors Offered in MUS System, shared course. B. Will approval of the proposed program require changes to any existing programs at the institution? If so, please describe. Approval will not require any changes to existing programs on the two year side with the exception of the business math course. Faculty will work on specializing components of this course so there are culinary arts problems and concepts. Gallatin College is currently reviewing this course and adding content that is specific to other applied degree programs, including interior design, business management, and now culinary arts. C. Describe what differentiates this program from other, closely related programs at the institution (if appropriate). No other culinary programs exist at Montana State University. Additionally, this is the first time 63

a Gallatin College program is being proposed in conjunction with a Bachelor s program. Coordinating a Bachelor s degree program in Hospitality Management with a Culinary Arts program offered by the Gallatin College will improve opportunities for students who might have discontinued their education with a two-year degree by creating a clear pathway to a Baccalaureate. In addition to this streamlining, Gallatin College is already having conversations with Belgrade and Bozeman High Schools about dual enrollment opportunities for this new educational programing. D. How does the proposed program serve to advance the strategic goals of the institution? Gallatin College operates under the MSU Strategic plan and the Comprehensive Two-Year Mission Plan for Gallatin College. Below are the MSU strategic plan metrics that this program will contribute towards. In the MSU Strategic Plan 2012 Metric L.2.3: states that By 2019, the number of associate degrees conferred will increase from 38 to 70 per year. Workforce certificates conferred will increase from 35 to 65 per year. By offering additional workforce certificate opportunities and utilizing community partners that will support those certificates with student referrals, this program should increase the number of certificates conferred. Metric L.3.1: By 2019, the percent of graduates employed full time in their field or in positions of their choosing will increase from an average of 62 percent to 70 percent. By offering another option for students that are focused on targeted employment opportunities students should be able to better fulfill their employment goals. Metric A.1.5: By 2019, the number of students enrolled in Gallatin College degree and certificate programs will double to 400. By offering another certificate option to our community we should attract another variety of students, perhaps that we haven t been able to recruit before. If Gallatin College is going to double the amount of students attending more certificates must be added so students can maintain workforce diversity for the local economy. Metric A.2.4: By 2019, the number of nontraditional students enrolled in MSU undergraduate and Gallatin College programs will increase to 3,200 (a 20 percent increase). Gallatin College hopes that by offering this Culinary Arts AAS more non-traditional students will have the opportunity to attend college. The college has experienced an increase in nontraditional students with the addition of applied degree programs. Gallatin College also operates under a Two-Year Comprehensive Mission Expansion Plan, approved by Board of Regents March 2013. By adding the Culinary Arts AAS the following numbered initiatives will be addressed and responses to these can be found in above metric answers. #1. Enrollment and program growth; #3. Increase percentage of regional high school graduates that access Gallatin College through increasing dual enrollment; 64

#5. Develop industry partnerships and meet local workforce demand; #6. Expand short-term workforce training; #7. Improve Industry certification rate; #8. Prepare students to be career ready. E. Describe the relationship between the proposed program and any similar programs within the Montana University System. In cases of substantial duplication, explain the need for the proposed program at an additional institution. Describe any efforts that were made to collaborate with these similar programs; and if no efforts were made, explain why. If articulation or transfer agreements have been developed for the substantially duplicated programs, please include the agreement(s) as part of the documentation. Currently in the MUS system there are two other culinary arts programs, one at Flathead Valley Community College and one at Missoula College. There are no culinary program opportunities east of Missoula. As stated earlier Gallatin County has the highest expenditures in non-resident travel, and Park County is 6 th, with 19% of those expenditures being spent in restaurants in our two county area. This doesn t take into consideration the needs in institutions like hospitals or schools. The proposed Culinary Arts AAS Degree has a unique emphasis on Sustainability, and will address local demand for professional cookery training. The proposed Gallatin College Program is being designed in collaboration with MSU College of Education, Health and Human Development Hospitality Management Degree to encourage 2-year degree students to continue their education and earn a Baccalaureate degree. 5. Program Details A. Provide a detailed description of the proposed curriculum. Where possible, present the information in the form intended to appear in the catalog or other publications. NOTE: In the case of two-year degree programs and certificates of applied science, the curriculum should include enough detail to determine if the characteristics set out in Regents Policy 301.12 have been met. The Culinary Arts program has a Farm to Table Cuisine focus and offers management of restaurant enterprises with an emphasis on farm to table sourcing and healthful cuisine. Graduates will find employment as foodservice and restaurant managers or as entrepreneurs launching their own restaurant or foodservice enterprise. The curriculum utilizes existing coursework in Sustainable Food and Bioenergy Systems (SFBS), Food and Nutrition, and adds courses specifically related to culinary arts and farm to table sourcing. An internship course in foodservice systems management, quantity food preparation, and kitchen garden management is incorporated. 65

COURSE NUMBER* COURSE TITLE CREDITS TOPICS/ EMPHASIS CURRICULAR CONNECTIONS 1st YEAR CULA 102 Intro to Culinary Arts 3 Knife skills, stock, eggs, cooking techniques, etc. Offered in MUS System/Shared course CULA 105 Food Safety Sanitation 3 ServSafe and TIPS Certification for Managers and Food Allergies; HACCP certification. Offered in MUS System/Shared course M108 or ACTG 101 Business Math or Accounting 3 Accuracy in solving mathematical problems. Offered at Gallatin College CULA 104 Professional Chef I 3 Offered in MUS COMX 115 Interpersonal Communication 3 Offered at Gallatin College WRIT 101 or College Writing CULA 165 Baking & Pastry 3 Whole grains and artisan breads emphasized in addition to baking basics Offered in MUS System CULA 104 Professional Chef II 3 Offered in MUS NUTR 221CS Human Nutrition 3 Food product knowledge and how food affects health and well-being. Also taken by HOSPITALTIY, SFBS, and F&N Majors etc. CULA 161 Meats, Vegetables, Nuts and Legumes 3 Livestock and poultry processing; terminology and identification of cuts; carving, boning & trimming; roast rolling and tying; cutting Offered in MUS 66

methods. Nuts and legumes. CULA 157 Pantry Garde-manger 3 Cold foods Offered at Gallatin TOTAL CREDITS 30 (9 Gen. Ed) C ll SUMMER SFBS 2XX Kitchen Garden Management (AKA Towne s Harvest Practicum) 3 Field based Practicum course at Towne s Harvest; Small plot hands on gardening planning and maintenance and harvesting. Some marketing experience. (Herbs, greens and other vegetables). CULA 298 INTERNSHIP 3-6 Hands on experience working in a restaurant kitchen or foodservice. TOTAL CREDITS 6 (3 Gen. Ed.) 2 nd YEAR NUTR 226 Food Fundamentals 3 Food Science, Nutrition, Food Systems, Food knowledge. Also taken by HOSPITALITY Majors, and could overlap with or be a special section of SFBS 296 (Towne s Harvest Practicum), which is taken by SFBS Majors. Offered in MUS Also taken by HOSPITALITY, SFBS, F&N Majors CULA 2XX Montana Meats & Charcuterie 3 Emphasis on local and range fed meats, curing methods. (pr:shahr/kew/tree) CULA 165 Baking and Pastry 3 Desserts and confections NUTR 251 Food and Culture 3 Cultural, regional, and international aspects of cuisine CULA 2XX Dairy Foods & Culturing 3 Offered in MUS System Would be added to F&N Curriculum 67

CULA 270 CULA 248 SFBS 2xx CULA 250 Purchasing and Cost Controls Bar and Beverage Management Farm to Table Sourcing Hospitality Supervision/Customer Service TOTAL 2 nd YEAR CREDITS 3 Purchase and cost control, menu planning. Integrating industry software program that supports this activity. 3 Wine and brewing beer; whiskey; 3 Sourcing locally, managing 3 producer Customer service, settings, service, guest service, front and back relations. 27 (9 Gen. Ed.) Offered in MUS System Offered in MUS System Also taken by HOSPITALITY Majors Offered in MUS System, shared course. TOTAL PORGRAM CREDITS 63 (21 Gen. Ed.) Below are learning outcomes found on the MUS website for the proposed program. CULA 105 Food Service Sanitation Demonstrate application of food service sanitation HACCP (Hazard Analysis Critical Control Points); Prevent and respond to food borne illness; Identify bacterial growth and factors to inhibit that growth in a food production environment, (food spoilage); Demonstrate pest control. CULA 103 Professional Chef I Have a working understanding of food service sanitation, including the HACCP system and be able to apply those practices to food preparation and service; Identify and operate commercial food production equipment, adhere to standard operating procedures, and demonstrate ability to utilize tools and work space in kitchen with safety and organization; Understand and utilize culinary terminology and basic cooking and baking methods for food production; Exhibit kitchen organizational skills (mise en place) and pre-preparation time management; Prepare stocks; soups; sauces; vegetable cookery; starch cookery (including legumes, potatoes, grains, and pasta); quick breads; yeast breads; rolling dough; beginning dessert sauces, syrups and creams; cookies. M 108 Business Mathematics Demonstrate that he/she has developed an analytical mind; 68

Demonstrate that he/she has the ability to apply basic concepts to a variety of business situations; Achieve accuracy in solving mathematical problems as they relate to business; Achieve a satisfactory level of competence in bank reconciliations, payroll, discounts, interest, Insurance, taxes, depreciation, inventory, and the time value of money. NUTR 221 Basic Human Nutrition Describe the role of major and macro key nutrients in promoting optimal health in humans; Recognize foods categorized as rich sources of essential nutrients and phytonutrients; Describe how food scarcity, availability and price affect the nutritional value of the diet; List and discuss the psychological, cultural, and social factors that may influence the behavior selection of food; Interpret and use the information in various nutrition "tools" such as D.R.I.s, Food Guide, food composition tables, computer dietary analysis etc... recognize the limitations of these tools; Determine through personal dietary evaluation whether nutrient needs are being met; Assess the potential problems resulting from dietary (nutrient) imbalance, surpluses, and/or deficiencies; Recognize the treatment of food such as food additives, irradiation, food safety may influence its nutritional content; Develop an awareness of how nutritional needs are influenced by normal physiologic states of the life span; Analyze nutrition information and advertising and prepare a written analysis of soundness and validity based on scientific research using a variety of appropriate scientific resources; Develop an awareness of the current trends and contemporary nutritional problems such as eating disorders, sports nutrition, obesity, hunger, etc..., as they influence human nutrition, and acquire a foundation for further study; Identify the regulations regarding dietary supplements and understand the need for evidence based research regarding their usage B. Describe the planned implementation of the proposed program, including estimates of numbers of students at each stage. The first step in the process is sending the proposal through the MSU approval process and then to the Board of Regents. Gallatin College staff will work with MSU staff on developing and implementing a plan to renovate an existing space or construct a new space into a culinary teaching lab for the program. The creation of the culinary teaching lab is required to move forward with the program implementation. In some instances it is helpful to bring on the Program Director during the space planning and building phase, because they usually have the expertise in the type of space required to teach culinary arts and the requisite equipment. During this time the Program Director is working on course approval, and establishing industry advisory and community partnerships for internships. The year prior to the identified program start up is also an excellent opportunity to recruit students for the new program. The year one enrollment goals for this AAS will be 20 students, establishing a program total of 69

40 by year two and graduating 15 per year. 6. Resources A. Will additional faculty resources be required to implement this program? If yes, please describe the need and indicate the plan for meeting this need. In order to start the Culinary Arts program, one new tenure track faculty will be hired as the Culinary Program Director. The program director will be an Executive Chef that has industry experience, and some teaching experience. The full-time Culinary Program Director would be enlisted to teach a half-time teaching load and administer the program. Administration includes supervising the hands-on development of specific skills utilizing on-campus classroom laboratories with adjuncts. Adjunct instructors will be used to complete the teaching responsibilities of the program. B. Are other, additional resources required to ensure the success of the proposed program? If yes, please describe the need and indicate the plan for meeting this need. The program operations will be funded through a combination of student tuition and the Gallatin County Mill Levy funding the college receives on an annual bases. To operate a successful Culinary Arts AAS program, a culinary teaching lab, a restaurant dining lab and an adjoining classroom are required. A restaurant laboratory classroom would be open to campus and public, and managed by students completing coursework. What is needed includes a 3000-4000 sq ft. commercial kitchen facility, including separate spaces for cold and dry storage, meats, baking, food processing, and hot/cold food prep; an adjoining restaurant space with a 75-100 person seating capacity; a adjacent classroom space that can accommodate a minimum of 25 students. This of course is going to be common space with the MSU Hospitality Management program creating shared facility efficiencies. 7. Assessment How will the success of the program be measured? Several aspects of the program will be monitored and assessed to ensure that program and learning goals are being met. Learning outcomes will be established for each course and the overall program. Key means (assignments and activities) and measures will be selected for monitoring student achievement. Student Satisfaction with the program will be assessed by seeking informal feedback during advising sessions and by an exit survey completed with each student just prior to graduation. Student retention, program completion, years to program completion, internship placement and job placement will be key indicators of program success and will be monitored, in addition to gathering feedback from internship hosts and employers. 70

8. Process Leading to Submission Describe the process of developing and approving the proposed program. Indicate, where appropriate, involvement by faculty, students, community members, potential employers, accrediting agencies, etc. This AAS proposal was developed in conjunction with Dr. Alison Harmon (Health and Human Development Faculty). Dr. Harmon is also proposing a Bachelor s degree program in Hospitality Management, which share some of the culinary arts courses. Additionally, Dr. Harmon was a leader in the development of the interdisciplinary Sustainable Food & Bioenergy Systems (SFBS) Degree Program for MSU. In its fifth year, this program enrolls approximately 90 students and has 40 alumni. Original enrollment goals have been exceeded by 100%. In preparation for the development of this AAS culinary Arts proposal Gallatin College met with industry stake-holders. Additionally, a needs assessment was conducted by Education Advisory Board to determine employer demand for graduates with Hotel, Restaurant, and Tourism Management Bachelor s Degrees and Culinary Arts Associate s Degrees. A focus group was conducted in collaboration with the Bozeman Area Chamber of Commerce involving hospitality managers in the Gallatin Valley. Individual interviews were conducted with foodservice directors, restaurant managers, and Executive Chefs. Dr. Harmon also held meetings with faculty; program leaders and curriculum committees in the College of EHHD, College of Business, and College of Agriculture have shaped each of the degree options, and are on-going. Gallatin College Dean has visited with Flathead Valley Community College and Missoula College leadership about this new AAS offering. 71

HOSPITALITY MANAGEMENT DEGREE PROGRAM SCHOOL OF INTERDISCIPLINARY STUDIES IN FOOD, AGRICULTURE, AND BUSINESS Expenses Faculty OSU AY Benefits Total AY Summer 2/9 Benefits FY total Food Science 011001 71,090 24,315 95,405 15,798 3,038 114,240 Parks/Rec/Leisure Facilities Mgmt 310301 68,823 23,879 92,702 15,294 2,941 110,937 Hospitality Admin. Management 520900 86,533 27,284 113,817 19,230 3,698 136,745 NTT Practical/Professional Skills 50,000 20,259 70,259 11,111 2,137 83,507 Staff Director (.5 FTE) 45,000 13,976 58,976 10,000 2,000 70,976 Admin Assistant (.5 FTE) 25,766 25,766 Program Manager (.5 FTE) 50,000 14,937 64,937 11,111 2,222 78,270 GA's/TA's (5@20,000) for lab courses 100,000 TOTAL PERSONNEL 720,440 ANNUAL OPERATIONS development of restaurant/laboratory 100,000 laboratory equipment/maintenance 10,000 food & beverage 20,000 lab supplies (food, laundry, paper) 6,000 out of state travel (6 faculty/staff@2000 ea/yr) 12,000 in state tt travel 10,000000 student travel 5,000 technology/communications 2,000 TOTAL ANNUAL OPERATIONS 165,000 Overhead MSU @.2 of tuition 243,701 TOTAL ANNUAL EXPENSES 1,129,141 START UP EXPENSES faculty/staff searches (6@5,000) 30,000 office equipment (7@ 2,500) 17,500 computers/printers (7@5,000) 35,000 moving packages (6@4,000) 28,000 office rennovations (7@1,000) 7,000 TOTAL START UP EXPENSES (paid over 3 years) 117,500 72

ANNUAL REVENUES N Tuition Yield Revenue in state tuition 60 7,329 92% 404,577 out of state tuition 40 27,131 75% 813,929 1,218,506 Program Fees for Hospitality Courses N Fee/Semester Yield Revenue 100 studentsx2semesters plus summer (50.00) 100 75 100% 20,000 campus restaurant food sales (40% food cost) 50,000 TOTAL ANNUAL REVENUE 1,238,506 Assumption: fully staffed and enrolled program/100 new students NET ANNUAL REVENUE 109,365 NOTES: GTAs/GRAs can be Sust Fd Syst Grads until Hosp has an MS Net Revenue is able to cover start up costs and continuous program development and improvement Additional start up funds for TT Research Faculty could be provided by from VPR/Provost Commerical kitchen and value added laboratory represent a substantial start up package 73

HOSPITALITY DEGREE RESTAURANT MANAGEMENT: FARM TO TABLE OPTION (RMFT) RUBRIC/NUMBER COURSE TITLE CREDITS 1 st YEAR (Fall/Spring) HOSP 1XX Intro to Hospitality Management 3 CULA 102 Intro Culinary Arts 3 CULA 105 Food Safety & Sanitation 3 WRIT 101W College Writing 1 3 BIOM 103IN Unseen Universe: Microbes 3 M 121Q College Algebra 3 IH or RH Humanities CORE 3 US University Seminar CORE 3 IA or RA Arts CORE 3 NUTR 221CS Human Nutrition 3 CREDITS 30 1 st Summer ECNS 101IS Economic Way of Thinking 3 ACTG 201 Financial Accounting 3 BMGT 205 Prof Business Communication 3 SFBS 2XX Kitchen Garden Management Practicum 3 CREDITS 12 2 nd YEAR (Fall/ Spring) SFBS 2XX Farm to Table Sourcing 3 NUTR 226 Food Fundamentals 3 NUTR 251; (D CORE) Food & Culture 3 STAT 216Q Intro to Statistics 3 ECNS 202 Prin Macroecon OR ECNS 204 Prin Microecon 3 BMKT 325 Principles of Marketing 3 ECHM 205CS Energy & Sustainability 3 CULA 250 Hospitality Supervision/ Customer Service 3 CULA XXX CULINARY ELECTIVE and other Elective 6 CREDITS 30 2 nd Summer BMGT 335; On line Management and Organization 3 SFBS 445R Culinary Marketing Farm to Table 3 HOSP 4XX Tourism in Montana 3 CREDITS 9 3 rd YEAR (Fall/Spring) NUTR 322 Foodservice Systems Management 3 FCS 371 Research Methods in HHD 3 NUTR 395 Practicum: Quantity Foods Production & Management 3 BMKT 343 Integrated Marketing Communications 3 NUTR 351 Nutrition & Society 3 BGEN 361 Principles of Business Law SFBS 451R Sustainable Food Systems 3 SFBS 429 Small Business & Entrepreneurship in Food & Health 3 CULA XXX CULINARY ELECTIVE and other Elective 6 CREDITS 30 3 rd Summer HOSP 498 Restaurant Management Internship 9 HOSP 499 Hospitality Capstone 1 CREDITS 10 TOTAL CREDITS 121 74

HOSPITALITY MANAGEMENT LODGE MANAGEMENT & RURAL TOURISM OPTION (LMRT) RUBRIC/NUMBER COURSE TITLE CREDITS 1 st YEAR (Fall/Spring) HOSP 1XX Intro to Hospitality Management 3 HOSP 2XX Intro to Lodging Operations & Facility Management 3 CULA 105 Food Safety & Sanitation 3 WRIT 101W College Writing 1 3 BIOM 103IN Unseen Universe: Microbes 3 M 121Q Math 3 IH or RH Humanities CORE 3 US University Seminar CORE 3 IA or RA Arts CORE 3 NUTR 221CS Human Nutrition 3 CREDITS 30 1 st Summer ECNS 101IS Economic Way of Thinking 3 BMGT 205 Prof Business Communication 3 HOSP 3XX Agritourism 3 CREDITS 9 2 nd YEAR (Fall/ Spring) HOSP 3XX Event Planning 3 ARCH 231CS Issues in Sustainability 3 STAT 216Q Intro to Statistics 3 ECNS 202 Prin of Macroecon OR ECNS 204 Prin Microecon 3 ACTG 202 Principles of Managerial Accounting 3 ECHM 205CS Energy & Sustainability 3 BMKT 325 Principles of Marketing 3 CULA 250 Hospitality Supervision/ Customer Service 3 AGED 353 Cooperative Business Principles and Practices 3 Electives 6 CREDITS 33 2 nd Summer BMGT 335; On line Management and Organization 3 HOSP 398 Lodging Operations Internship 3 HOSP 4XX Tourism in Montana 3 CREDITS 9 3 rd YEAR (Fall/Spring) HOSP 3XX Lodge & Facility Conceptual Design 3 HOSP 395 Lodging Management Practicum 3 BMKT 343 Integrated Marketing Communications 3 HOSP 3XX Recreation Management 3 BGEN 361 Principles of Business Law 3 SFBS 451R Sustainable Food Systems 3 SFBS 429 Small Business & Entrepreneurship in Food & Health 3 AGED 482 Non Formal Teaching Methods in Agriculture 3 Electives 6 CREDITS 30 3 rd Summer HOSP 498 Lodging Management Internship 9 HOSP 499 Hospitality Capstone 1 CREDITS 9 TOTAL CREDITS 121 75

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HOSPITALITY MANAGEMENT: VALUE ADDED FOOD ENTERPRISE OPTION (VAFE) RUBRIC/NUMBER COURSE TITLE CREDITS 1 st YEAR (Fall/Spring) HOSP 1XX Intro to Hospitality Management 3 CULA 102 Intro Culinary Arts 3 CULA 105 Food Safety & Sanitation 3 WRIT 101W College Writing 1 3 BIOM 103IN Unseen Universe: Microbes 3 M 121Q College Algebra 3 IH or RH Humanities CORE 3 US University Seminar CORE 3 IA or RA Arts CORE 3 NUTR 221CS Human Nutrition 3 CREDITS 30 1 st Summer ECNS 101IS Economic Way of Thinking 3 SFBS 2XX Kitchen Garden Management Practicum 3 CHMY 121 IN Intro Gen Chemistry 4 CREDITS 10 2 nd YEAR (Fall/ Spring) ACTG 201 Financial Accounting 3 SFBS 2XX Farm to Table Sourcing 3 NUTR 226 Food Fundamentals 3 STAT 216Q Intro to Statistics 3 ECNS 202 Prin Macroecon OR ECNS 204 Princ Microecon 3 ECHM 205CS Energy & Sustainability 3 CULA 250 Hospitality Supervision/ Customer Service 3 BMKT 325 Principles of Marketing 3 FDSC 3XX Introduction to Food Processing 3 Electives 6 CREDITS 33 2 nd Summer BMGT 335; On line Management and Organization 3 BMGT 205 Prof Business Communication 3 SFBS 445R Culinary Marketing Farm to Table 3 CREDITS 9 3 rd YEAR (Fall/Spring) NUTR 251 (D CORE) Food & Culture 3 FCS 371 Research Methods in HHD 3 BMKT 343 Integrated Marketing Communications 3 NUTR 351 Nutrition & Society 3 SFBS 451R Sustainable Food Systems 3 SFBS 429 Small Business & Entrepreneurship in Food & Health 3 FDSC 4XX Experimental Foods 3 BGEN 361 Principles of Business Law 3 FDSC 495 Practicum: Food Product Development 3 Elective 3 CREDITS 30 3 rd Summer HOSP 498 Value Added Food Enterprise Internship 9 HOSP 499 Hospitality Capstone 1 CREDITS 10 TOTAL CREDITS 122 77

HOSPITALITY MANAGEMENT SPORTS & RECREATION ADMINISTRATION OPTION (SRAD) RUBRIC/NUMBER COURSE TITLE CREDITS 1 st YEAR (Fall/Spring) HOSP 1XX Intro to Hospitality Management 3 HOSP 2XX Intro to Lodging Operations & Facility Management 3 KIN 105 Fnd Exercise Science 3 WRIT 101W College Writing 1 3 M 121Q College Algebra 3 IH or RH Humanities CORE 3 US University Seminar CORE 3 IA OR RA Arts CORE 3 NUTR 221CS Human Nutrition 3 D Diversity CORE 3 CREDITS 33 1 st Summer PSYX 100IS Introduction to Psychology 3 BMGT 205 Prof Business Communication 3 ECNS 101IS Economic Way of Thinking 3 ACT XXX ACTIVITY ELECTIVES 3 CREDITS 12 2 nd YEAR (Fall/ Spring) ACTG 201 Financial Accounting 3 KIN 221 Health Anatomy Physiology 3 ECNS 202 Prin Macroecon OR ECNS 204 Prin Microecon 3 ECHM 205CS Energy & Sustainability 3 CULA 250 Hospitality Supervision/ Customer Service 3 COA 205 Intro to Coaching 3 BMKT 325 Principles of Marketing 3 ACT XXX ACTIVITY ELECTIVES and other Electives 9 CREDITS 30 2 nd Summer BMGT 335; On line Management and Organization 3 STAT 216Q Intro to Statistics 3 CHMY 121 IN Intro Gen Chemistry 4 CREDITS 10 3 rd YEAR (Fall/Spring) HOSP 4XX Lodge and Facility Conceptual Design 3 HADM 445 Managing Healthcare Organizations 3 FCS 371 Research Methods in HHD 3 HOSP 3XX Recreation Management 3 BMKT 343 Integrated Marketing Communications 3 KIN 270 Ex Prog for Older Adults OR NUTR 411 Nutr Sports/Ex 3 SFBS 429 Small Business & Entrepreneurship in Food & Health 3 BGEN 361 Principles of Business Law 3 SFBS 451R Sustainable Food Systems 3 Elective 3 CREDITS 30 3 rd Summer HOSP 498 Sports & Recreation Administration Internship 9 HOSP 499 Hospitality Capstone 1 CREDITS 10 TOTAL CREDITS 122 78

Gallatin College Associate s of Applied Science Degree Culinary Arts: Farm to Table Required Coursework COURSE COURSE TITLE CREDITS TOPICS/ EMPHASIS CURRICULAR CONNECTIONS NUMBER* 1 st YEAR CULA 102 Intro to Culinary Arts 3 Knife Skills, Stock, Eggs, cooking techniques, etc. Offered in MUS System/Shared course CULA 105 Food Safety & Sanitation 3 ServSafe Certification for Managers and Food Allergies; HACCP; GAP training Offered in MUS System/Shared course M108 Or ACTG 101 Business Math Or Accounting 3 Accuracy in solving mathematical problems, purchase and cost control, menu planning. Offered at Gallatin College CULA 104 Professional Chef I 3 Offered in MUS COMX 115 WRIT 101 Communication Intro to Communication Writing 101 3 System======= Offered at Gallatin College CULA 165 Baking & Pastry 3 Whole Grains and Artisan Breads Offered in MUS System emphasized in addition to baking basics CULA 104 Professional Chef II 3 Offered in MUS NUTR 221CS Human Nutrition 3 Food product knowledge and how food affects health and well being. Also taken by HOSPITALTIY, SFBS, and F&N Majors etc. CULA 161 Meats and Vegetables 3 Livestock and poultry processing; Offered in MUS terminology and identification of cuts; carving, boning & trimming; roast rolling and tying; cutting methods. Nuts and legumes. CAPP 120 Intro to Computers 3 Offered at Gallatin College SUMMER SFBS 2XX TOTAL CREDITS 30 Kitchen Garden Management (AKA Towne s Harvest Practicum) 3 Field based Practicum course at Also taken by HOSPITALITY Towne s Harvest; Small plot hands on Majors, and could overlap gardening planning and maintenance with or be a special section of and harvesting. Some marketing SFBS 296 (Towne s Harvest experience. (Herbs, greens and other Practicum), which is taken by vegetables). SFBS Majors. CULA 298 INTERNSHIP 3 6 Hands on experience working in a restaurant kitchen or foodservice. TOTAL CREDITS 6 Offered in MUS 79

2 nd YEAR NUTR 226 Food Fundamentals 3 Food Science, Nutrition, Food Systems, Food knowledge. CULA 2XX Montana Meats & Charcuterie 3 Emphasis on local and range fed meats, curing methods. (pr:shahr/kew/tree) Also taken by HOSPITALITY, SFBS, F&N Majors CULA 165 Baking and Pastry 3 Desserts and confections Offered in MUS System NUTR 251 Food and Culture 3 Cultural, regional, and International Would be added to F&N Aspects of Cuisine Curriculum CULA 2XX Dairy Foods & Culturing 3 CULA 2XX Fermentation & Preservation 3 CULA 248 Bar and Beverage Management 3 Wine and Brewing Beer; Whiskey; Offered in MUS System SFBS 2xx Farm to Table Sourcing 3 Sourcing locally, managing producer relationships, seasonal menu planning, feature recipe. CULA 250 Hospitality Supervision/Customer Service TOTAL 2 nd YEAR CREDITS 27 TOTAL PORGRAM 63 CREDITS 3 Customer Service. Settings, service, guest service, front and back relations. Also taken by HOSPITALITY Majors Offered in MUS System 80

LISTING OF ALL PROPOSED NEW COURSES BY OPTION OPTION/ PROGRAM PROPOSED LEVEL COURSE TITLE CREDITS RMFT LMRT VAFE SRAD Gallatin College HOSP 1XX Intro to Hospitality Management 3 X X X X CULA 102 Intro to Culinary Arts 3 X X X CULA 105 Food Safety & Sanitation 3 X X X SFBS 2XX Farm to Table Sourcing 3 X X X SFBS 2XX Kitchen Garden Management 3 X X X Practicum CULA 250 Hospitality Supervision/ Customer 3 X X X X X Service HOSP 2XX Intro Lodging Operations & Facility 3 X X Management NUTR 251 Food & Culture 3 X X X FDSC 3XX Introduction to Food Processing 3 X HOSP 3XX Event Planning 3 X HOSP 3XX Recreation Management 3 X X HOSP 3XX Agritourism 3 X X HOSP 3XX Lodging Management Practicum 3 X HOSP 398 Hospitality Lodging Operations 3 X Internship FDSC 4XX Experimental Foods 3 X FDSC 495 Practicum: Food Product 3 X Development HOSP 4XX Tourism in Montana 3 X X HOSP 4XX Lodge & Facility Conceptual Design 3 X X HOSP 498 Hospitality Management Internship 9 X X X X HOSP 499 Hospitality Capstone 1 X X X X TOTAL 20 9 12 11 6 6* *This listing does not include all courses in the 2 year Associate s Degree in Farm to Table Culinary Arts proposed for Gallatin College, only those that are required courses in the Hospitality Management Degree. Other Gallatin College courses may be used as culinary electives. 81

NEW COURSE EMPHASES and NOTES COURSE TITLE CR EMPHASIS Curricular Notes RUBRIC NUMBER HOSP Intro to Hospitality 3 LEC Introduction to the Hospitality Industry; 1XX Management Management Principles CULA 102 Intro to Culinary Arts 3 LAB Knife Skills, Stock, Eggs, cooking techniques, etc. CULA 105 SFBS 2XX SFBS 2XX CULA 250 HOSP 2XX NUTR 251 FDSC 3XX HOSP 3XX HOSP 3XX Food Safety & Sanitation Farm to Table Sourcing Kitchen Garden Management Practicum Hospitality Supervision/ Customer Service Intro Lodging Operations & Facility Management 3 LEC ServSafe Certification for Managers and Food Allergies; HACCP 2 LEC 1 LAB Food & Culture 2 LEC 1 LAB Introduction to Food Processing Sourcing locally, managing producer relationships, seasonal menu planning, recipe development, networking, developing community/administrative buy in for local buying in institutional foodservice, institutional policies. 3 LAB High value small scale gardening and greenhouse production for hyper local restaurant/foodservice sourcing 3 LEC Should include supervisory management topics; covers external and Internal customer service. 3 LEC Intro to the fundamentals of hospitality facilities management. Include content related to budgeting and projections. 1 LEC 2 LAB Cultural, Regional, and International Aspects of Cuisine Fundamentals of Food Processing; Food Processing Treatments; intro to food chemistry Event Planning 3 LEC Fundamentals of planning and executing conventions and events Recreation 3 LEC Fundamentals of designing, planning, and Management managing a recreation operation (in the context of Agritourism, Outdoor Recreation or Sports) HOSP 3XX Agritourism 1 LEC 2 LAB Intensive field course exploring opportunities to improve agricultural profitability through agritourism HOSP Lodging 3 LAB Students gain practical management Overlaps with Gallatin College AAS Offered in MUS System Overlaps with Gallatin College AAS Offered in MUS System Overlaps with Gallatin College AAS Infrastructure overlaps with SFBS 296 (THG Practicum); Overlaps with Gallatin College Overlaps with Gallatin College AAS Offered in MUS System Would be added to F&N Curriculum as a D CORE class 82

395 Management Practicum HOSP Hospitality Lodging 398 Operations Internship FDSC 4XX Experimental Foods 1 LEC 2LAB FDSC 495 HOSP 4XX HOSP 4XX HOSP 498 HOSP 499 Practicum: Food Product Development Tourism in Montana experience in the campus hotel laboratory 3 IND Introductory hands on experience with local lodging operation Introduction to design of new foods; advanced food science principles; recipe modification and experimentation; advanced food chemistry 3 LAB Students or student teams research, plan, develop, and take a food product prototype to market; food preservation techniques. 1 LEC 2 LAB Field based Course; class or student teams design and propose a new tourism outlet for a Montana locale Lodge & Facility Conceptual Design 3 LEC Student teams create a concept for a lodging operation or Recreation Facility. Hospitality 9 IND Practical, hands on management experience Management with a Hospitality Entity in MT Internship Hospitality Capstone 1 LEC Preparation for Internship; job searching; professional development; resumes; mock interviews; social media TOTAL 20 Would be added to F&N Curriculum 83

MSU CATALOG RUBRICS: ACTG: Accounting AGED: Agricultural Education ARCH: Architecture BGMT: Business Management BMIS: Business Management Information Systems BMKT: Marketing CULA: Culinary Arts* ECHM: Chemical Engineering ECNS: Economics FDSC: Food Science** HADM: Health Administration HOSP: Hospitality** KIN: Kinesiology M: Mathematics NUTR: Nutrition PSYX: Psychology SFBS: Sustainable Food & Bioenergy Systems STAT: Statistics WRIT: Writing *Currently Used in MUS System, New at MSU ** New Rubric 84

IMPLEMENTATION PLAN HOSPITALITY MANAGEMENT BS/ CULINARY ARTS AAS 4 YEAR TIMELINE Note: This timeline contains reference to a commercial kitchen/restaurant/hotel laboratory on campus, which is part of an ideal future scenario. Launching all four Hospitality Degree options will minimally require a commercial kitchen for teaching and a restaurant seating area. Fall 2014 Spring 2015 Summer 2015 1. Curriculum Review Process: 1. Commercial Kitchen/Restaurant/ Hotel 1. Commercial Kitchen/Restaurant/Hotel Collect Feedback from Faculty and Stakeholders Laboratory Planning & Design Laboratory Construction College Curriculum Committees 2. Post vacancy announcement for TT Hotel, 2. Develop new courses: University Committee Tourism, Recreation Management faculty Intro to Lodging Operations and Facility Faculty Senate position Management Dean s Council Recreation Management BOR 3. Search and Hire TT Hotel, Tourism, Recreation Lodge and Facility Conceptual Design Management faculty position Hospitality Management 2. Finalize FAB Organizational Structure: COA, EHHD, and COB Deans Kitchen Garden Management Practicum 3. Commercial Kitchen/Restaurant/ Hotel Laboratory Site Selection 4. Visit model Hospitality Programs with student managed hotels and restaurants; commercial kitchens 5. Develop position description and vacancy announcement for TT Hotel, Tourism, Recreation Management faculty position 4. Develop position description and vacancy announcement for TT Hospitality/Foodservice Management faculty position 5. Develop position description and vacancy announcement for Gallatin College TT Culinary Arts Program Director 6. Develop position description and vacancy announcement for NTT Restaurant Management faculty position 7. Organize MSU Advisory Committee 3. Post vacancy announcement for TT Hospitality/Foodservice Management faculty position 4. Post vacancy announcement for Gallatin College TT Culinary Arts Program Director 5. Post vacancy announcement for NTT Restaurant Management faculty position 6. Post vacancy announcement for FAB Director 85

8. Organize External Stakeholders Advisory Committee 9. Develop position description and vacancy announcement for FAB Director Fall 2015 Spring 2016 Summer 2016 1. Commercial Kitchen/Restaurant/Hotel Laboratory Construction 1. Commercial Kitchen/Restaurant/Hotel Laboratory Construction 1. Commercial Kitchen/Restaurant/Hotel Laboratory Interior and Equipment Set up 2. Launch Hospitality BS Sports & Recreation Administration Option 3. Search and Hire TT Hospitality/Foodservice Management faculty position 4. Search and Hire Gallatin College TT Culinary Arts Program Director 5. Search and Hire NTT Restaurant Management faculty position 2. Develop position description and vacancy announcement for TT Food Science/Food Processing faculty position 3. Develop position description and vacancy announcement for NTT Hotel Management faculty position 2. Develop new courses: Hospitality Supervision/Customer Service Foodservice Systems Management (Redesign) Event Planning Agritourism Tourism in Montana Food & Culture 3. Post vacancy announcement for TT Food Science/Food Processing faculty position 6. Search and Hire FAB Director 4. Post vacancy announcement for NTT Hotel Management faculty position Fall 2016 Spring 2017 Summer 2017 1. Food Processing Laboratory Equipment Setup 2. Launch Hospitality BS Restaurant Management: Farm to Table Option 3. Launch Hospitality BS Lodge Management & Rural Tourism Option 4. Launch Farm to Table Culinary Arts AAS 1. Food Processing Laboratory Equipment Setup 2. Post vacancy announcement for FAB program manager 3. Post vacancy announcement for FAB administrative assistant 1. Develop new courses: Intro Food Processing Experimental Foods Practicum; Food Product Development Lodging Operations Internship Hospitality Management Internship Hospitality Capstone 2. Search and Hire FAB program manager 86

Degree Program 3. Search and Hire FAB administrative assistant 5. Search and Hire TT Food Science/Food Processing faculty position 6. Search and Hire NTT Hotel Management faculty position 7. Develop position description and vacancy announcement for FAB program manager 8. Develop position description and vacancy announcement for FAB administrative assistant Fall 2017 Fall 2018 Summer 2018 1. Launch Hospitality BS Value Added Food Enterprise Option 2. Campus Restaurant Opens 3. Campus Hotel Opens 4. Food Processing Laboratory Functional 87

Proposed Teaching Loads for Hospitality Faculty: Faculty Specialty Position Type Courses Hotel, Tourism, Recreation TT Faculty Intro Lodging Operations and Facility Management Management Recreation Management Agritourism Tourism in Montana (Summer) Lodge and Facility Conceptual Design Gallatin College Culinary TT Faculty Culinary Coursework offered by Gallatin College Arts Program Director/ Instructor (Supervision of NTT faculty teaching additional culinary coursework) Hospitality/Foodservice TT Faculty Intro to Hospitality Management (HOSP 1XX) Management Hospitality Supervision/ Customer Service (CULA 250) Food Service Systems Management (NUTR 322) Event Planning (HOSP 322) *Culinary Arts/ Restaurant Management Food Science *Hotel Management NTT Faculty/ Professional or Classified General Manager of Campus Restaurant TT Faculty/ Extension Specialist NTT Faculty/ Professional/Classified Manager of Campus Hotel Intro to Culinary Arts (CULA 102) Food Safety & Sanitation (CULA 105) Farm to Table Sourcing (SFBS 2XX) Practicum: Quantity Foods Production (NUTR 395) Intro to Food Processing Experimental foods Practicum: Food Product Development Additional Food Science Course TBD Lodging Management Practicum FAB Program Manager Professional Hospitality Lodging Operations Internship Hospitality Management Internship Hospitality Capstone Current Plant Sciences & TT Faculty and Adjunct Kitchen Garden Management Practicum (Summer) Plant Pathology Faculty Faculty Current Food & Nutrition Faculty TT Faculty Food & Culture (NUTR 251) *This scenario assumes the use of a commercial kitchen/restaurant/hotel laboratory. If new infrastructure is limited to a commercial kitchen for teaching and a restaurant seating area, then these two positions can be combined into 1FTE NTT faculty position. 88

COE Forum Employer Demand for Culinary Arts Associate s Degree Methodology The Forum used the Burning Glass Labor/Insight TM tool to identify trends in demand over time and top locations, occupations, and employers for associate s program graduates specialized in the culinary arts. The Forum analyzed job postings locally (i.e., Beaverhead, Broadwater, Gallatin, Jefferson, Madison, Meagher, Park, Silver Bow, Sweet Grass, and Wheatland counties in Montana; Bonneville, Clark, Fremont, Madison, Jefferson, and Teton counties in Idaho; and Park and Teton counties in Wyoming) that requested culinary skills and required associate s degrees. Local Demand Demand for Associate s Degree Graduates with Culinary Arts Skills Decreased from 2010 to 2013 Between June 2012 and May 2013, the number of culinary job postings that requested associate s degrees shrank by 17.5 percent. Positions that requested either high school or associate s degrees grew 24.8 percent in the same period, but also experienced declines from June 2011 to May 2013. Between June 2010 and May 2014, the number of job postings that requested associate s degrees grew unevenly at an overall rate of 15.9 percent; however, the increase likely results, at least in part, from improvements in Burning Glass Labor/Insight s web spidering technology after H2 2013. 1 Overall Demand for Positions with Hotel, Restaurant, and Tourism Management Skills Local Data, June 2010 to May 2014 Decline in Demand -17.5% 450 400 350 405 Local employer demand decreased by 17.5% from 2010 to 2013. 300 250 200 150 149 233 186 Associate's Degree Only High School or Associate's Degree 100 50 0 63 June 2010-May 2011 75 June 2011-May 2012 52 June 2012-May 2013 73 June 2013-May 2014 Source: Burning Glass Labor/Insight TM 1) Data collected for H2 2013 and after is not directly comparable to data collected before H2 2013 due to improvements in Burning Glass Labor/Insight s web spidering technology. 2014 The Advisory Board Company 89 1 eab.com

COE Forum Top Skills Employers Seek Food Preparation and Business Management Skills at the Associate s Level Associate s degree programs in the culinary arts should confer business operations and accounting skills in addition to food preparation ability. Food preparation and kitchen management populate most of the skillset demanded by employers. While positions that only require high school degrees mirror the demand for cooking and food safety skills, positions that request associate s degrees more frequently demand business administration skills. For example, 5.9 percent of high school graduate positions request employee training skills, whereas 19.2 percent of associate s degree holder positions request the same skills. Top Skills for Culinary Arts Positions Requiring Associate s Degrees Local Data, June 2013 to May 2014 Employee Training Merchandising Cash Register Operation 14 14 14 Repair Cooking 13 13 Event Catering 12 Food Safety 11 Food Service Experience 9 Infection Control 8 Cleaning 7 Meal Preparation 6 Restaurant Operations 5 Restaurant Management 4 Credit/Debit Card Processing Market Trends Sales Personal Computers Administrative Functions Hospital Experience Product and Service Information 3 3 3 3 3 3 3 Business management skills Culinary arts skills n = 73 with 25 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 90 2 eab.com

COE Forum Top Locations Butte, MT and Idaho Falls, ID Advertise the Most Positions Locally More than a fifth of the 73 positions advertised in the region originate in the city of Butte, MT. Local business Town Pump Incorporated and hospitals St James Healthcare, St Vincent Healthcare, and Holy Rosary Healthcare list positions in Butte. Idaho Falls, ID; Bozeman, MT; and Dillon, MT, also contribute to employer demand for culinary arts associate degree holders. Top Cities for Culinary Arts Positions Requiring Associate s Degrees Local Data, May 2013 to April 2014 Butte, MT 16 Idaho Falls, ID 11 Bozeman, MT Dillon, MT 10 10 Big Timber, MT 6 Gardiner, MT 5 Belgrade, MT 4 Rexburg, ID Moran, WY 3 3 n = 73 with 0 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 91 3 eab.com

COE Forum Top Employers Potential Employers Include Hotels, Hospitals, and Food Service Contractors Service institutions that serve food, rather than restaurants, compose the majority of top local employers. Town Pump Incorporated, a Montana company that operates convenience stores, car washes, hotels, and casinos, advertises the most job positions locally; listings include deli manager, restaurant cook, and hotel breakfast attendant positions. Other top employers include Northstar California, an operator of ski resorts in the Pacific and Mountain West, hospitals such as St. James Healthcare and Holy Rosary Healthcare, and corporate food distributors such as Aramark and Sysco Corporation. Top Employers for Culinary Arts Positions Requiring Associate s Degrees Local Data, June 2013 to May 2014 Town Pump Incorporated 22 Northstar California 4 St James Healthcare 3 Holy Rosary Healthcare 3 Aramark 3 Sysco Corporation 2 Idaho Treatment Group, Llc 2 Barrett Hospital & Healthcare St Vincent Healthcare McDonald's Walmart / Sam's 2 2 2 2 Food and lodging services Lodging services Health care providers Food distributor Restaurants n = 73 with 19 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 92 4 eab.com

COE Forum Top Titles Associate s Degrees Prepare Graduates for Management and Supervisory Positions in the Culinary Arts The title cook appears as the most commonly requested title for associate s degree holders in the culinary arts. A significant percentage of position titles indicate managerial responsibilities, including store manager, restaurant shift supervisor, assistant manager, and chef. Restaurant manager titles also appear among job postings that only request high school diploma, but managerial roles compose a smaller percentage of listings requiring only a high school diploma. For example, the title store manager accounts for 3.6 percent of high schoollevel positions and 16.4 percent of associate s degree-level positions. Top Titles for Culinary Arts Degree Positions Requiring Associate s Degrees Local Data, June 2013 to May 2014 Cook 14 Store Manager 12 Restaurant Shift Supervisor 6 Motel Breakfast Attendant 5 Hotel Breakfast Attendant 4 Assistant Manager 3 Line Cook 3 Chef De Cuisine 3 Food Service Sales 2 Chef 2 Managerial positions Manager In Training 2 Shift Supervisor 2 n = 73 with 0 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 93 5 eab.com

COE Forum Competitor Programs Institutions More than 200 Miles Away Offer Competitor Programs A program at Montana State University could attract locally situated students in Bozeman and neighboring counties who currently do not have access to culinary training and degree programs. In Montana, Montana State University would compete with two in-state programs: the University of Montana, 200 miles away from Bozeman, and Flathead Community College, 300 miles away. Other competitor programs in Idaho and Wyoming operate equally far, if not farther, away. Culinary arts programs necessitate face-to-face delivery, so commuting distance matters to prospective students. Culinary Arts Associate Degree Programs in Montana, Idaho, and Wyoming Institution Degree Program Location Length of Degree Central Wyoming College Culinary Arts, Associate of Applied Science Riverton, WY 24 months Associate of Applied Science Degree in the Culinary Arts 24 months College of Western Idaho 2 Advanced Technical Certificate in the Culinary Arts Technical Certificate in the Culinary Arts Nampa, ID 16 months 12 months Post-Secondary Technical Certificate in the Culinary Arts 12 months Flathead Valley Community College Culinary Arts, Associate of Applied Science Kalispell, MT 4 trimesters Sheridan College Culinary Arts, Associate of Applied Science Sheridan, WY 4 semesters Culinary Arts Certificate 2 semesters Missoula College, the University of Montana Culinary Arts Certificate Food Service Management, Associate of Applied Science Missoula, MT 2 semesters 4 semesters Source: National Center for Education Statistics 2) The College of Western Idaho has temporarily suspended enrollment until facilities are expanded. The College of Western Idaho: Culinary Arts. https://www.cwidaho.cc/program/culinary-arts 2014 The Advisory Board Company 94 6 eab.com

COE Forum Burning Glass Labor/Insight Burning Glass The Education Advisory Board s Partner for Real-Time Labor Market Data Part of the data included in this report is made possible through our partnership with Burning Glass, a Boston-based firm specializing in use of web spidering technology and Artificial Intelligence engines to mine more than 80 million online job postings for real-time employer demand data. Under the partnership, the Education Advisory Board may use certain features of Burning Glass s proprietary tool called Labor/Insight TM to answer common member questions about employer demand for specific educational requirements, job titles, and competencies over time and by geography. A fuller description of the tool is available at http://www.burning-glass.com/products/laborinsight-market-analysis/. Learn about Burning Glass and Labor/Insight TM Many Education Advisory Board member institutions subscribe to the Labor/Insight TM tool, to provide program directors and marketers desktop access to the tool s full suite of features. Burning Glass is pleased to provide Labor/Insight TM to our members at a substantial discount. For more information about the service, please contact Kelly Bailey, Business Development Manager, kbailey@burning-glass.com or 732-800-2484. Definition of Terms The total number of unspecified job postings included in a data sample is indicated below all charts and graphs in this report. Job postings are considered unspecified for a skill, industry, employer, geography, certification, education requirement, or major when the job posting did not advertise for one of these particular job characteristics and therefore should be subtracted from the total number (n value) of job postings analyzed in the query. Capital cities may be overrepresented in instances where job postings do not specify a location within a state. 2014 The Advisory Board Company 95 7 eab.com

COE Forum Employer Demand for Hotel, Restaurant, and Tourism Management Bachelor s Degrees Methodology The Forum used the Burning Glass Labor/Insight TM tool to identify trends in demand overtime and top locations, occupations, and employers for bachelor s program graduates specialized in hotel, restaurant, and tourism management. The Forum analyzed job postings regionally (i.e., Idaho, Montana, North Dakota, Oregon, South Dakota, Utah, Washington, Wyoming) that requested hotel, restaurant, and tourism management skills and required bachelor s degrees. National Demand Demand for Graduates with Hotel, Restaurant, and Tourism Management Skills Increased from 2010 to 2014 Demand for regional hotel, restaurant, and tourism management positions that require a bachelor s degree has risen steadily since 2010. Between May 2010 and April 2013, the number of job postings grew 14.3 percent. Between March 2010 and April 2014, the number of job postings grew a robust 69.1 percent; however, the increase likely results from, at least partially, improvements in Burning Glass Labor/Insight s web spidering technology after H2 2013. 1 Overall Demand for Positions with Hotel, Restaurant, and Tourism Management Skills Growth in Demand 14.3% National employer demand increased by 43.6% from 2010 to 2013. Regional Data, May 2010 to April 2014 7,000 6,000 5,000 4,000 3,837 3,871 3,000 3,387 2,000 5,726 1,000 0 May 2010-April 2011 May 2011-April 2012 May 2012-April 2013 May 2013-April 2014 Source: Burning Glass Labor/Insight TM 1) Data collected for H2 2013 and after is not directly comparable to data collected before H2 2013 due to improvements in Burning Glass Labor/Insight s web spidering technology. 2014 The Advisory Board Company 96 1 eab.com

COE Forum Top Skills Employers Seek Business and Hospitality Management Skills Traditional business and finance skills populate most of the skillset demanded by employers. Graduates of hotel, restaurant, and tourism management degree programs must possess a foundation of business skills, including accounting, financial reporting, and sales. Employers also request skills specific to the hospitality industries, including restaurant management, food safety, and event planning. Top Skills for Hotel, Restaurant, and Tourism Management Positions Regional Data, May 2013 to April 2014 Scheduling Restaurant Management Accounting Sales Financial Reporting Food Safety SQL Store Management E-Commerce Forecasting Oracle Administrative Functions Employee Training Food Service Experience Personal Computers Facilities Management Collaboration Purchasing Cash Management Event Planning Instruction Product Management Market Trends Sales Management Outside Sales Decision Making Asset Protection Business Planning Business Administration Product Sale and Delivery Training Programs Contract Management Resuscitation Record Keeping Customer Complaint Resolution 440 370 350 315 288 282 276 273 271 269 269 261 254 247 241 234 230 230 229 226 219 215 209 205 204 197 194 194 192 191 502 639 615 604 744 Hospitality management skills n = 5,726 with 208 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 97 2 eab.com

COE Forum Top Locations Seattle and Washington Exert the Most Employer Demand in the Region Nearly half of regional hotel, restaurant, and tourism management positions originate from the Seattle-Tacoma-Bellevue MSA in Washington. Other urban markets in the region advertise substantially fewer positions. The Billings, MT MSA ranks sixth among top regional MSAs, but employers only post 3.6 percent the number of jobs that those in the Seattle MSA advertise. Top MSAs for Hotel, Restaurant, and Tourism Management Positions Regional Data, May 2013 to April 2014 Seattle-Tacoma-Bellevue, WA Portland-Vancouver-Hillsboro, OR-WA Salt Lake City, UT Boise City-Nampa, ID Spokane, WA Billings, MT Salem, OR Sioux Falls, SD Provo-Orem, UT Bellingham, WA Eugene-Springfield, OR Olympia, WA Ogden-Clearfield, UT Fargo, ND-MN Bend, OR 154 143 97 73 56 56 52 49 42 40 39 35 609 558 MSA with closest proximity to member 2,715 n = 5,726 with 623 unspecified Source: Burning Glass Labor/Insight Due to the outsize influence that Seattle MSA exerts on regional hotel, restaurant, and tourism management employer demand, Washington ranks first among states in the region for employer demand. Montana ranks fifth out of the eight states in the region. Top States for Hotel, Restaurant, and Tourism Management Positions Regional Data, May 2013 to April 2014 Washington Oregon Utah Idaho Montana North Dakota South Dakota Wyoming 263 260 169 142 131 776 702 Member location 3,283 n = 5,726 with 3,594 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 98 3 eab.com

COE Forum Top Employers Potential Employers Include Hotel Chains, Food Service Contractors, and Fitness Centers Top employers include food services organizations, such as national food chains like Starbucks Coffee Company and Panda Express. Four national food service contactors (i.e., Compass Group and Sysco) and combined food service and facilities management firms (i.e., Aramark and Sodexo) rank among the top ten employers. International hotel groups, such as Wyndham Worldwide and Marriott International, also exhibit high employer demand. Regional hospitality employers include Vail Resorts Management Company, which operates ski resorts in the Mountain West (i.e., Colorado, Utah, Wyoming), and Red Lion Hotels, which operate a line of hotels in the Pacific West (i.e., Washington, Oregon, British Columbia). Top Employers for Hotel, Restaurant, and Tourism Management Positions Regional Data, May 2013 to April 2014 Starbucks Coffee Company Expedia, Inc Aramark Panda Express 24 Hour Fitness Compass Group Sysco Wyndham Worldwide Vail Resorts Management Company Sodexo Red Lion Hotels Papa Murphy's Gold's Gym Marriott International Incorporated Taco Bell Pizza Ranch Incorporated Starwood Hotels & Resorts Worldwide Wyndham Hotels And Resorts, Llc United States Foods Incorporated KLJ Engineering Lifetime Fitness Nautilus Incorporated Inverness Hotel International Game Technology Destination Hotels & Resorts Intercontinental Hotels Group Sheraton IEEE Computer Society Hyatt Hilton Hotel Corporation 200 186 126 87 80 67 42 40 38 38 35 34 31 30 29 29 28 25 25 23 22 22 21 19 18 18 323 298 Food services Lodging services 791 910 Food and lodging services Fitness centers n = 5,726 with 879 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 99 4 eab.com

COE Forum Top Titles Bachelor s Degrees Prepare Graduates for Management and Supervisory Positions in Hotel, Restaurant, and Tourism Industries Nearly all top titles in hotel, restaurant, and tourism industry listings that request bachelor s degrees refer to managerial roles. Popular titles include restaurant manager, retail manager, and director of sales. Other requested titles include financial reporting and analytics positions such as accountant and financial analyst. Top Titles for Hotel, Restaurant, and Tourism Management Positions Regional Data, May 2013 to April 2014 Restaurant Manager Retail Manager Assistant Manager Assistant Store Manager General Manager Sales Representative District Manager Director Of Sales Marketing Manager Store Manager Panda Express Sales Manager Personal Trainer Outside Sales Representative Accountant Civil Engineer Financial Analyst Application Developer Food Service Director Front Office Manager Territory Manager Applications Engineer Human Resources Manager Engineering Manager Sales Associate Accounting Manager Resort Manager Catering Sales Manager Restaurant General Manager Hospital Nutrition Manager 120 104 98 91 79 76 74 71 70 64 56 52 49 48 48 46 46 44 43 43 38 37 35 32 29 29 29 183 171 297 Positions that require information technology and programming expertise Positions that require financial expertise n = 5,726 with 12 unspecified Source: Burning Glass Labor/Insight 2014 The Advisory Board Company 100 5 eab.com

COE Forum Although job demand data parameters exclude software-specific positions to better reflect skills conferred by a hotel, restaurant, and tourism management bachelor s degree, 2 positions with alternative titles but classified as software developer occupations appear as top occupations for program graduates. The appearance of software and information system engineer positions among top demanded occupations indicate that as travel platforms move online and larger businesses migrate data management into the digital space, employers in the hospitality industry increasingly demand candidates for computer systems, application development, and information technology occupations. Top Occupations for Hotel, Restaurant, and Tourism Management Positions Regional Data, May 2013 to April 2014 First-Line Supervisors of Food Preparation and Serving Workers Sales Managers Food Service Managers General and Operations Managers Marketing Managers Sales Representatives, Wholesale and Manufacturing, Except Technical* First-Line Supervisors of Retail Sales Workers Software Developers, Applications Accountants Architectural and Engineering Managers First-Line Supervisors of Office and Administrative Support Workers Managers, All Other Lodging Managers Fitness Trainers and Aerobics Instructors Sales Representatives, Wholesale and Manufacturing, Technical and** Medical and Health Services Managers Database Administrators Financial Analysts Computer Systems Analysts Combined Food Preparation and Serving Workers, Including Fast Food Meeting, Convention, and Event Planners Human Resources Managers Civil Engineers First-Line Supervisors of Non-Retail Sales Workers Fitness and Wellness Coordinators Human Resources Specialists Information Technology Project Managers Dietitians and Nutritionists Executive Secretaries and Executive Administrative Assistants Financial Managers Financial Managers, Branch or Department Hotel, Motel, and Resort Desk Clerks Retail Salespersons Secretaries and Administrative Assistants, Except Legal, Medical, and*** Network and Computer Systems Administrators 270 259 205 197 181 136 120 105 98 87 81 79 77 76 75 73 71 64 63 63 61 58 53 51 47 45 43 43 41 41 39 39 387 373 n = 5,726 with 7 unspecified Source: Burning Glass Labor/Insight *Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products **Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products ***Secretaries and Administrative Assistants, Except Legal, Medical, and Executive 631 Positions that require information technology and programming expertise Positions that require financial expertise 2) Data pull search parameters excluded job titles with the term software, but job positions with alternative titles related to software development and IT administration appear in the search results. 2014 The Advisory Board Company 101 6 eab.com

COE Forum Burning Glass Labor/Insight Burning Glass The Education Advisory Board s Partner for Real-Time Labor Market Data Part of the data included in this report is made possible through our partnership with Burning Glass, a Boston-based firm specializing in use of web spidering technology and Artificial Intelligence engines to mine more than 80 million online job postings for real-time employer demand data. Under the partnership, the Education Advisory Board may use certain features of Burning Glass s proprietary tool called Labor/Insight TM to answer common member questions about employer demand for specific educational requirements, job titles, and competencies over time and by geography. A fuller description of the tool is available at http://www.burning-glass.com/products/laborinsight-market-analysis/. Learn about Burning Glass and Labor/Insight TM Many Education Advisory Board member institutions subscribe to the Labor/Insight TM tool, to provide program directors and marketers desktop access to the tool s full suite of features. Burning Glass is pleased to provide Labor/Insight TM to our members at a substantial discount. For more information about the service, please contact Kelly Bailey, Business Development Manager, kbailey@burning-glass.com or 732-800-2484. Definition of Terms The total number of unspecified job postings included in a data sample is indicated below all charts and graphs in this report. Job postings are considered unspecified for a skill, industry, employer, geography, certification, education requirement, or major when the job posting did not advertise for one of these particular job characteristics and therefore should be subtracted from the total number (n value) of job postings analyzed in the query. Capital cities may be overrepresented in instances where job postings do not specify a location within a state. 2014 The Advisory Board Company 102 7 eab.com

ADVISING WORKSHEET BACHELOR OF SCIENCE MAJOR IN OUTDOOR ADVENTURE LEADERSHIP General Bulletin 2011-2013 TRANSFER INSTITUTION(S): Montana State University Billings Advising Center Phone: 406-657-2240 Fax: 406-657-2302 advising@msubillings.edu www.msubillings.edu/advise/ Name Student ID # GENERAL EDUCATION REQUIREMENTS SEE ATTACHED PAGE FOR SPECIFIC COURSES General Education Category Course # Credits Grade Semester Equivalent Category I: Global Academic Skills (12 credits) A. Mathematics (3 credits) B. English (6 credits) WRIT 101 C. Communication and Information Literacy (3 credits) Category II: Natural Sciences (7 credits) 2 lectures (6 credits) & 1 lab (1 credit) (1 life science & 1 physical science & 1 lab) Category III: Social Sciences (6 credits) Courses must be from separate prefixes HHP 101 - Recommended Category IV: History & Cultural Diversity (6 credits) A. History (3 credits) B. Cultural Diversity (3 credits) HHP 270 - Recommended Category V: Arts & Humanities (6 credits) A. Arts (3 credits) B. Humanities (3 credits) A minimum grade of C- required in all General Education courses. Certain courses in this program have prerequisites; students should check the course descriptions in the General Bulletin for required prerequisites. Reviewed: 103

GENERAL EDUCATION REQUIREMENTS CATEGORY I: GLOBAL ACADEMIC SKILLS 12 credits Subcategory A - Mathematics 3 credits M 105 Contemporary Mathematics 3 M 114 Extended Technical Mathematics 3 M 121 College Algebra 3 M 131 Mathematics for Elementary Teachers II 3 M 143 Finite Mathematics 4 M 151 Precalculus 5 M 171 Calculus I 4 STAT 141 Introduction to Statistical Concepts 3 STAT 216 Introduction to Statistics 4 Subcategory B - English 6 credits WRIT 101 College Writing I 3 WRIT 201 College Writing II 3 WRIT 220 Business & Professional Writing 3 WRIT 121 Introduction to Technical Writing 3 WRIT 122 Introduction to Business Writing 3 Subcategory C- Communication & Information Literacy 3 credits COMT 130 Introduction to Public Speaking 3 LS 125 Research in the Information Age 3 MIS 150 Information Access and Organization 3 CATEGORY II: NATURAL SCIENCES 6 cr. lecture & 1 cr. lab Students are required to take one course from each subcategory and at least one corresponding lab or SCIN 101, 102, 103 & 104 Subcategory A Life Sciences BIOB 101 Discover Biology 3 BIOB 102 Discover Biology Lab 1 BIOB 160 Principles of Living Systems 3 BIOB 161 Principles of Living Systems Lab 1 Subcategory B Physical Sciences ASTR 110 Introduction to Astronomy 3 ASTR 111 Introduction to Astronomy Lab 1 CHMY 121 Introduction to General Chemistry 3 CHMY 122 Introduction to General Chemistry Lab 1 CHMY 141 College Chemistry I 3 CHMY 142 College Chemistry Laboratory I 1 GEO 101 Introduction to Physical Geology 3 GEO 102 Introduction to Physical Geology Laboratory 1 GPHY 112 Introduction to Physical Geography Lab 1 GPHY 111 Introduction to Physical Geography 3 PHSX 103 Our Physical World 3 PHSX 104 Our Physical World Lab 1 PHSX 205 College Physics I 3 PHSX 206 College Physics I Lab 1 PHSX 105 Fundamentals of Phys Sci 3 PHSX 106 Fundamentals of Phys Sci Lab 1 Subcategories A and B Integrated Sciences SCIN 101, 102, 103 & 104 Integrated Sciences 3, ½, 3, ½ CATEGORY III: SOCIAL SCIENCES 6 credits Two courses from separate prefixes ANTY 217 Physical Anthropology & Archeology 3 BUS 101 Introduction to Business 3 COMT 109 Human Relations 3 COMT 110 Interpersonal Communication 3 ECNS 201 Principles of Microeconomics 3 ECNS 202 Principles of Macroeconomics 3 EDU 105 Education and Democracy 3 GPHY 141 Geography of World Regions 3 HHP 101 Health Sciences 3 PSCI 220 Introduction to Comparative Government 3 PSCI 210 Introduction to American Government 3 PSYX 100 Introduction to Psychology 3 PSYX 231 Human Relations 3 SOCI 101 Introduction to Sociology 3 SOCI 201 Social Problems 3 CATEGORY IV: HISTORY & CULTURAL DIVERSITY 6 credits Subcategory A - History 3 credits HSTA 101 American History I 3 HSTA 102 American History II 3 HSTR 101 Western Civilization I 3 HSTR 102 Western Civilization II 3 HSTR 103 Honors Western Civilization I 3 HSTR 104 Honors Western Civilization II 3 PSCI 230 Introduction to International Relations 3 Subcategory B - Cultural Diversity 3 credits ANTY 220 Culture and Society 3 ARTH 160 Global Visual Culture 3 COMT 160 Introduction to Intercultural Communication 3 GPHY 121 Human Geography 3 HHP 270 Global Health Issues 3 LIT 230 World Literature Survey 3 MUSI 207 World Music 3 NASX 105 Introduction to Native American Studies 3 NASX 205 Native Americans in Contemporary Society 3 PHL 271 Philosophy & Religion of India 3 PHL 272 Philosophy & Religion of China/Tibet/Japan 3 REHA 201 Introduction to Diversity 3 RLST 170 The Religious Quest 3 A&SC/SOCI 274 Women, Culture, and Society 3 SPNS 150 The Hispanic Tradition 3 CATEGORY V: ARTS & HUMANITIES 6 credits Subcategory A - Arts 3 credits ARTZ 101 Art Fundamentals 3 ARTZ 131 Ceramics for Non-majors 3 ARTZ 105 Visual Language-Drawing 3 COMT 155 Global Cinema 3 DSGN 248 Computer Presentation and Animation 3 ENGL 204 Fundamentals of Creative Writing 3 LIT 270 Film & Literature 3 MUSI 101 Enjoyment of Music 3 MUSI 114 Band: MSUB Symphonic 1 MUSI 131 Jazz Ensemble I: MSUB 1 MUSI 147 Choral Ensemble: University Chorus 1 THTR 101 Introduction to Theatre 3 THTR 120 Introduction to Acting I 3 Subcategory B - Humanities 3 credits ARTH 150 Introduction to Art History 3 HON 121 Perspectives and Understanding 3 HON 281 The American Intellectual Heritage (1620-1877) 3 HON 282 The American Intellectual Heritage (1877-Present) 3 LIT 110 Introduction to Literature 3 LIT 240 The Bible as Literature 3 PHL 110 Introduction to Ethics 3 PHL 111 Philosophies of Life 3 104

Course Credits Grade Semester Equivalent Degree Core HHP 200 Foundations of Outdoor Adventure 2 Leadership HHP 214 Outdoor Recreations in the United States 3 ^HHP 230 Wilderness First Responder 3 HHP 280 Challenge Course Fundamentals 3 HHP 310 Adventure Leadership 3 HHP 350 Outdoor Adventure Leadership for the Aging 2 Population HHP 381 Adventure Counseling and Leadership 2 HHP 466 Ethical /Legal Aspects in Outdoor Adventure 2 Leadership HHP 490 Internship/Practicum 6 ^ Or equivalent/comparable training (Ski Patrol, Park & Rec., Health Organizations, etc.) Departmental Required Courses HHP 100 Foundations of Exercise Science 3 HHP 102 Foundations of Exercise Science Lab 1 HHP 210 First Aid and CPR 2 HHP 300 Motor Learning and Control 3 HHP 301 Motor Learning and Control Lab 1 HHP 365 Special Populations in Health and Physical 2 Education HHP 430 Exercise Physiology 3 HHP 431 Exercise Physiology Lab 1 HHP 461 Organization and Administration in Health Enhancement 3 Skills Areas: Must reach Master level (10 credits) in at least one of the categories and Basic level in two other categories (4 credits in each). 18 total credits in Skills Areas I. Outdoor Activities HHP 103 Archery 1 HHP 190 Rappelling/Belaying 2 HHP 191 Low Element Challenges 2 HHP 192 Caving/Spelunking 2 HHP 292 Fly Fishing 1 HHP 292 Rock Climbing 2 HHP 292 Advanced Rock Climbing 2 II. Outdoor Camping HHP 181 Basic Navigation/Orienteering 1 HHP 182 Advanced Navigation 2 HHP 183 Environment/Leave No Trace 1 HHP 184 Hiking/Backpacking 2 HHP 187 Mountain Biking 2 HHP 189 Basic Survival in the Outdoors 2 III. Water Based Activities HHP 142 Lifeguard Training: Basic 2 HHP 143 Water Safety Instructor 3 105

HHP 144 Lifeguarding Instructor/Head 2 Lifeguard/Waterfront Modules HHP 193 Canoeing 2 HHP 195 Kayaking 2 HHP 197 Scuba Diving/Snorkeling 2 HHP 198 Rafting 2 IV. Snow & Ice Based Activities HHP 131 Cross Country Skiing 1 HHP 132 Skiing, Beginning Downhill 1 HHP 133 Skiing, Intermediate Downhill 1 HHP 134 Beginning Snowboarding 1 HHP 136 Snowshoeing 2 HHP 138 Telemark Skiing 2 HHP 185 Winter Survival Skills 2 HHP 199 Avalanche Awareness and Safety 1 Electives BACHELOR OF SCIENCE IN OUTDOOR ADVENTURE LEADERSHIP Categories Credits Earned Remaining General Education Requirements 37 Outdoor Adventure Leadership 63 Minor (may vary) 20 Total minimum credits required for degree 120 It is the student s responsibility to know and meet the requirements for graduation. A minimum of 36 credits must be upper division classes (300 and above). Notes: 106

CURRICULUM COMPARISION TABLE: MSU Bozeman/MSU Billings INSTITUTION MSU Bozeman MSU Billings UNIT DEGREE/OPTION NAME DEGREE REQUIREMENTS College of Education, Health & Human Development School of Interdisciplinary Studies in Food, Ag, and Business Hospitality Management Sports & Recreation Administration WRIT 101W: College Writing M121Q: College Algebra (required) AGED 140US: Leadership Development for Agriculture OR BGEN 194US Seminar (Business) ARCH 121IA: Intro to Design NUTR 221CS: Human Nutrition (required) ECNS 101IS: Economic Way of Thinking (required) CHMY 121: Intro Gen Chemistry (IN) AND/OR BIOM 103IN: Unseen Universe: Microbes HUMANITIES (H) DIVERSITY (D) HOSP 1XX: Introduction to Hospitality Management CULA 250: Hospitality Supervision/Customer Service ECHM 205CS: Energy & Sustainability ECNS 202: Prin Macroeconomics ACTG 201: Financial Accounting STAT 216Q: Intro to Statistics BMGT 205: Professional Business Communication OR AGED 312: Communicating Agriculture BMGT 335: Management and Organization BMKT 325: Principles of Marketing FCS 371: Research Methods in HHD BGEN 361: Principles of Business Law SFBS 429: Small Business & Entrepreneurship in Food & Health SFBS 451R: Sustainable Food Systems HOSP 498: Hospitality Management Internship HOSP 499: Hospitality Capstone HOSP 2XX: Intro to Lodging Operations and Facility Management KIN 105: Fnd Exercise Science PSYX 100IS: Intro Psychology KIN 221: Health Anatomy Physiology COA 205: Intro to Coaching HOSP 4XX: Lodge & Facility Conceptual Design HADM 445: Managing Healthcare Organizations HOSP 3XX: Recreation Management KIN 270: Exercise Prog for Older Adults OR NUTR 411: Nutrition for Sports/Exercise Activity Electives (6 credits) Other Electives College of Allied Health Professions Department of Health and Human Performance Outdoor Adventure Leadership WRIT 101W: College Writing MATH COMMUNICATION & INFORMATION LITERACY NATURA SCIENCES SOCIAL SCIENCES HISTORY CULTURAL DIVERSITY ARTS HUMANITIES HHP 200: Foundations of Outdoor Adventure Leadership HHP 214: Outdoor Recreations in the US HHP 230: Wilderness First Responder HHP 280: Challenge Course Fundamentals HHP 310: Adventure Leadership HHP 350: Outdoor Adventure Leadership for the Aging Population HHP 381: Adventure Counseling and Leadership HHP 466: Ethnical/Legal Aspects in Outdoor Adventure Leadership HHP 490: Internship/Practicum HHP 100: Foundations of Exercise Science HHP 102: Foundations of Exercise Science Lab HHP 210 First Aid and CPR HHP 300: Motor Learning and Control HHP 301: Motor Learning and Control Lab HHP 365: Special Populations in Health and Physical Education HHP 430: Exercise Physiology HHP 431: Exercise Physiology Lab HHP 461: Organization and Administration in Health Enhancement Skill Areas: HHP 103: Archery HHP 190: Rappelling/Belaying HHP 191: Low Element Challenges HHP 192: Caving/Spelunking HHP 292: Fly Fishing HHP 292: Rock Climbing HHP 292: Advanced Rock Climbing HHP 181: Basic Navigation/ Orienteering HHP 182: Advanced Navigation HHP 183: Environment/ Leave No Trace HHP 184: Hiking/Backpacking HHP 187: Mountain Biking HHP 189: Basic Survival in the Outdoors HHP 142: Lifeguard Training: Basic HHP 143: Water Safety Instructor HHP 144: Lifeguarding Instructor HHP 193: Canoeing HHP 195: Kayaking HHP 197: Scuba Diving/Snorkeling HHP 198: Rafting 107

GRADUATE CAREERS Graduates will find employment managing existing gym and sports facilities or as entrepreneurs launching their own recreation, sports, or tourism enterprises. Future Occupations Specialty Outdoor Training Schools Outdoor and Environmental Education Centers Municipal Park and Recreation Departments Land Management Agencies Military Programs Student Recreation in Higher Education Commercial Guiding Operations 108

BACHELOR OF SCIENCE IN PARKS, TOURISM, AND RECREATION MANAGEMENT (Begin Fall 2014) Suggested Course Sequencing COURSE # DESCRIPTION CR COURSE # DESCRIPTION CR WRIT 10IW College writing (fa/sp) 3 PSYX loos Intro to Psychology (fa/sp) 4 BIOB 170N Principles of Biological Diversity (sp) 3 SGCl 10 IS -Or- Intro to Sociology(fa/sp) 3 BIOE 172N -Or- Introductory Ecology(fa) 3 COMX l l l A Intro to Public Speaking (fa/sp) 3 BIGG 105 -Or- Botany (sp) 3 EHER 120A -Or- Intro to Acting 1 (fa/sp) 3 M 115' Prob & Linear Math (fa/sp) 3 ECNS 20IS Microeconomics (fa/sp) 3 GER/minor/ elective 6 ECNS 202S -Or- Macroeconomics (fa/sp) 3 GER/minor/elective 5-6 PERM 210 Nature Based Tourism (sp) 3 PERM217S *Ontdoor Recreation Management (fa/sp) 3 ACTG 201 Financial Accounting (fa/sp) 3 ACTG 202 Managerial Accounting (fa/sp) 3 FORS 201 *Forest Biometrics (fa) 3 NRSM 2 ION * Soils, Water & Climate (fa) 3 SEAT 216 -Or- Statistics (fa/sp) 4 NRSM 200 Nat. Resources Professional Wrtg (fa/sp) 3 SGCl 202 -Or- Social Statistics (fa/sp) 3 GER/minor/elective 9 GER/minor/elective 5-6 FORS 330 *Forest Ecology (fa/sp) 3 PERM 300 Recreation Behavior (sp) 3 PERM 380 Administration and Leadership (sp) 3 PERM 310 Interpretation & Communication (fa) 3 GER/minor/elective 9 GER/minor/elective 9 400 hour summer work experience required for all students. Student will sign up through UM s Internship Services. To get your 3 credits you must register for PERM 498 in fall of senior year where your final paper and reflection will be due on September 15th. PERM 482W *Wildemess & Protected Management (fa) 3 PERM 484'' PERM Field Techniques (fa) 3 PERM 45IW -Or- Tourism & Sustainability (fa) 3 PERM 485 Recreation Plarming (sp) 3 PERM 498^ Practicnm in PERM (fa) 3 NRSM 422 Natural Resource Policy (fa/sp) 3 GER/minor/elective 9 GER/minor/elective 6 Recreation Resource Management Track Recommended Elective Choices 100 level: FIR M 150 Current issues in FIRM ; NRSM 121S Nature Montana; GFHY121S Human Geog; CHMY121N Chem 200 level: *FORS250 GIS; *FORS240 Tree Bio; *FORS 241 Dendrology; NRSM265 Ecological Restoration; *FORS230 Fire Management 300 level: NRSM379 Collaboration; *FORS347 Silviculture; *FORS331 Wildland Fuels; NRSM335 Env. Entomology; FORS333 Fire Ecology; 400 level: NRSM475 Envir.fc Devlp; NRSM489E Consv. Ethics; GFHY433 Cultural; COMX421 Comm of Nonprofit * Denotes courses that meet the Civil Service Forestry Series requirements. To qualify for civil service, 24 credits hours in management of renewable resources, forest biology and forest resource measurements and inventory are required. Any combination of these courses can be taken. Nature Based Tourism Recommended Elective Choices 100 level: FTRM 150 Current issues in FTRM; NRSM 12IS Nature Montana; ANTYIOIH Intro; GFHY 1 U N Fhys Geog; BlOE 172N Ecology; FF1IL112E Intro Ethics Environ; GEOIOIN Intro Fhys Geol; a 101 language course 200 level: ECNS 202S Macroeconomics; TORS 202 Mensuration; COMX 220 Organizational; 201 language course (same language as 101) 300 level: NRSM379 Collaboration; COMX351 Fublic Relations; BMKT325 Marketing; BMKT337 Consumer Beh; TORS 320 Forest Econ; FORS 351 Env Remote Sensing 400 level: NRSM475 Envir.& Devlp; NRSM 489E Consv. Ethics; GFHY31 IN Biogeog; GFHY433 Cultural Outdoor Recreation Services Recommended Elective Choices 100 level: FTRM 150 Current issues in FTRM; NRSM 12IS Nature Montana; GFHY121S Human Geog; NASX180 Event plan; COMX 115 Interpersonal 200 level: ENST225 Comm & Env; ENST230H Nature & Society; HEE 233 Health Issues; COMX 230 Organizational Comm 300 level: NRSM379 Collaboration; SOC1346 Rural Soc; SOC1342 Urban Soc; SOC1350 Community; SW300 Human Behavior & Social Env; SOC1308 Sociology of Education 400 level: FSC1466 Nonprofit; FSC1467 Adv. Nonprofit; FSC1460 Human Res. Mgmt.; BMGT401 Event Mgmt; COMX421 Comm of Nonprofit Other Notes: 'M 115 can be substituted by a higher level mathematics class (such as Calculus). ^Frior to emolling in FTRM 498, students must complete 400 hours of documented work in recreation (part-time, seasonal, full-time, paid, volunteer, etc.); FTRM 380 (Recreation Administration and Leadership). ^FTRM 246N (Natural History, Ecology, and Environmental Management of Queensland) or FTRM 353 (Tourism, Livelihoods and Sustainability in the Himalaya) may be substituted for FTRM 484 109 Revised 06.13.14

GENERAL EDUCATION REQUIREMENTS The following identifies which General Education Requirements are met by the Parks, Tourism and Recreation management ccurriculum on the opposite page. I. W RITING SKILLS: a. W RIT 101 (ENEX 101) - curriculum fulfills. b. One writing course from approved list - NRSM 200 or W RIT 201 fulfills. c. Upper-Division Writing Proficiency Assessment - Students m ust take the assessm ent after 45 but no later than 70 credits. d. Upper- Division Writing Expectation - PTRM 482W or PTRM 45 IW II. III. MATHEMATICS: At least one math class: M 115 fulfills. a. MODERN AND CLASSICAL LANAGUAGES: PTRM students are not required to take. b. EXCEPTIONS TO LANGUAGE - SYMBOLIC SYSTEMS: M 115 in combination with FORS 201. STAT 216. or SOCI 202 fulfills GROUPS IV. EXPRESSIVE ARTS (A): COMX 11 la or THTR 120A fulfills. V. LITERARY AND ARTISTIC STUDIES (L): This perspective is not fulfilled bv the PTRM curriculum. VI. HISTORICAL AND CULTURAL STUDIES (H): This perspective is not fulfilled bv the PTRM curriculum. VII. SOCIAL SCIENCES (S): PTRM 217S. NRSM 121S. ECNS 201S. PSYXIOOS or SOC 1 los fulfill. VIII. ETHICAL AND HUMAN VALUES: This perspective is not fulfilled bv the PTRM curriculum. IX. AMERICAN AND EUROPEAN PERSPECTIVES (Y): This nersnective is not fulfilled bv the PTRM curriculum. X. INDIGENOUS AND GLOBAL PERSPECTIVES (X): The College of Forestrv and Conservation offers several studv abroad courses that meet this requirement. XL NATURAL SCIENCES: Auv two of BIOB 170N or BIOE 172N. and NRSM 2 ION fulfill this requirement (lab class). OTHER NOTES The University requires a minimum of 120 semester credits for graduation including general education credits and 39 upper division (300 or 400 level) credits. The number of free electives (over 30 credits) leaves ample room for pursuing a minor, certificate, or intemational study abroad classes - see your faculty advisor for recoiumendations/professional advice. Changes in graduation requirements sometimes occur, but you can graduate following the requirements of the catalog you start under for up to 6 years. It is the student s responsibility to understand and comply with University requirements, but faculty advisors are here to assist. 110 Revised 06.13.14

CURRICULUM COMPARISION TABLE: MSU/UofM INSTITUTION MSU MSU UofM UNIT DEGREE/OPTION NAME DEGREE REQUIREMENTS College of Education, Health & Human Development School of Interdisciplinary Studies in Food, Ag, and Business Hospitality Management/Lodge Management & Rural Tourism WRIT 101W: College Writing M121Q: College Algebra (required) AGED 140US: Leadership Development for Agriculture OR BGEN 194US Seminar (Business) ARCH 121IA: Intro to Design NUTR 221CS: Human Nutrition (required) ECNS 101IS: Economic Way of Thinking (required) CHMY 121: Intro Gen Chemistry (IN) AND/OR BIOM 103IN: Unseen Universe: Microbes HUMANITIES (H) DIVERSITY (D) HOSP 1XX: Introduction to Hospitality Management CULA 250: Hospitality Supervision/Customer Service ECHM 205CS: Energy & Sustainability ECNS 202: Prin Macroeconomics ACTG 201: Financial Accounting STAT 216Q: Intro to Statistics BMGT 205: Professional Business Communication OR AGED 312: Communicating Agriculture BMGT 335: Management and Organization BMKT 325: Principles of Marketing FCS 371: Research Methods in HHD BGEN 361: Principles of Business Law SFBS 429: Small Business & Entrepreneurship in Food & Health SFBS 451R: Sustainable Food Systems HOSP 498: Hospitality Management Internship HOSP 499: Hospitality Capstone College of Education, Health & Human Development School of Interdisciplinary Studies in Food, Ag, and Business Hospitality Management/ Sports & Recreation Administration WRIT 101W: College Writing M121Q: College Algebra (required) AGED 140US: Leadership Development for Agriculture OR BGEN 194US Seminar (Business) ARCH 121IA: Intro to Design NUTR 221CS: Human Nutrition (required) ECNS 101IS: Economic Way of Thinking (required) CHMY 121: Intro Gen Chemistry (IN) AND/OR BIOM 103IN: Unseen Universe: Microbes HUMANITIES (H) DIVERSITY (D) HOSP 1XX: Introduction to Hospitality Management CULA 250: Hospitality Supervision/Customer Service ECHM 205CS: Energy & Sustainability ECNS 202: Prin Macroeconomics ACTG 201: Financial Accounting STAT 216Q: Intro to Statistics BMGT 205: Professional Business Communication OR AGED 312: Communicating Agriculture BMGT 335: Management and Organization BMKT 325: Principles of Marketing FCS 371: Research Methods in HHD BGEN 361: Principles of Business Law SFBS 429: Small Business & Entrepreneurship in Food & Health SFBS 451R: Sustainable Food Systems HOSP 498: Hospitality Management Internship HOSP 499: Hospitality Capstone College of Forestry & Conservation Parks, Tourism, and Recreation Management WRIT 101W: College Writing BIOB 170N: Prin Biological Diversity OR BIOE 17sN Intro Ecology OR Botany M115: Prob & Linear Math PSYX 100S: Intro Psychology OR SOCI 101 COMX 11A: Intro to Public Speaking OR THTR 120A Intro to Acting ECNS 201S: Micrecon OR ECNS 202S Macrecon PTRM 210: Nature Based Tourism ACTG 201: Financial Accounting FORS 201: Forest Biometrics OR Stat 216: Statistics OR SOCI 202: Social Statistics PTRM 217S Outdoor Recreation Management ACTG 202: Managerial Accounting NRSM 210N: Soils, Water & Climate NRSM 200: Nat Res Prof Writing FORS 330: Forest Ecology PTRM 380:Administration and Leadership PTRM 300: Recreational Behavior PTRM 310: Interp & Communication PTRM 482W: Wilderness & Protected Management PTRM 451W: Tourism & Sustainability PTRM 498: PTRM Practicum PTRM 484: PTRM Field Techniques PTRM 485: Recreation Planning NRSM 422: Natural Resource Policy CULA 105: Food Safety & Sanitation HOSP 2XX: Intro to Lodging Operations and Facility Management HOSP 3XX: Agritourism HOSP 3XX: Event Planning AGED 353: Cooperative Business Principles and Practices HOSP 2XX: Intro to Lodging Operations and Facility Management KIN 105: Fnd Exercise Science PSYX 100IS: Intro Psychology KIN 221: Health Anatomy Physiology COA 205: Intro to Coaching HOSP 4XX: Lodge & Facility Conceptual Design CORE REQUIREMENTS: EXPRESSIVE ARTS (A) LITERARY AND ARTISTIC STUDIES (L) HISTORICAL AND CULTURAL STUDIES (H) EHTICAL AND HUMAN VALUES AMERICAN AND EUROPEAN PERSPECTIVES (Y) INDIGENOUS AND GLOBAL PERSPECTIVES (X) 111

HOSP 298: Intro Lodging Operations Internship HOSP 4XX: Tourism in Montana HOSP 4XX: Lodge & Facility Conceptual Design HOSP 3XX: Recreation Management HOSP 3XX: Lodging Management Practicum AGED 482: Non Formal Teaching Methods in Agriculture Electives HADM 445: Managing Healthcare Organizations HOSP 3XX: Recreation Management KIN 270: Exercise Prog for Older Adults OR NUTR 411: Nutrition for Sports/Exercise Activity Electives (6 credits) Other Electives Electives in 3 tracks: Recreation Resource Management Nature Based Tourism Outdoor Recreation Services GRADUATE CAREERS Graduates will find employment as managers of rural inns, B&Bs, and dude ranches; or as managers in independently operated hotels or national hotel chains. They may also choose an entrepreneurial path, launching their own lodging or rural/agritourism enterprise. Graduates will find employment managing existing gyms, fitness center, or sports facilities or as entrepreneurs launching their own recreation, or sports enterprise. With a B.S. in Parks, Tourism & Recreation Management from the University of Montana you will work to manage and protect sensitive resources while helping people enjoy nature. You'll graduate prepared for a professional position developing and managing nature based recreation experiences and park resources for public land agencies, nonprofit organizations, and the nature based tourism industry. 112

MONTANA DEPARTMENT OF COMMERCE MONTANA S TOURISM & RECREATION INDUSTRY FAST FACTS Tourism Means Business Tourism is one of Montana s leading industries and primary revenue drivers. 11 million visitors traveled to Montana in 2013 which means 11 new customers per Montana resident for Main Street businesses. Tourism Means New Money Visitors to Montana in 2013 spent $3.6 billion which is new money for Montana s economy. Visitor spending generated $236 million in state and local tax revenue in 2013. Every dollar spent on advertising, yields $152 in visitor spending in Montana. Without tourism tax revenue, it is estimated that each Montana household (avg. 2.36 ppl) would have to pay $549 in additional local and state taxes. (total tax revenue / total households) 2013 Visitor Expenditures ($3.6 BILLION IN NEW MONEY) Campground, RV Vehicle Repairs Park $45,970,000 $26,730,000 1% 1% Rental Cabin, Condo $51,170,000 1% Auto Rental $68,720,000 2% Licenses, Entrance Fees $84,160,000 2% Outfitter, Guide $143,690,000 4% Misc. Services $20,780,000 1% Misc. Services $15,570,000 <1% Gambling $9,940,000 <1% Farmers Market $8,740,000.00 <1% Transportation Fares $6,140,000 <1% Groceries, Snacks $306,580,000 8% Hotel, Motel $354,220,000 10% Restaurant, Bar $625,300,000 17% Retail Sales $704,320,000 19% Gasoline, Diesel $1,165,560,000 32% 113

Tourism Means Jobs Tourism and recreation businesses support 48,260 Montana jobs. One in every 9 Montana workers is supported by out-of-state travel. Visitor spending provided $1.3 billion in worker salaries. Some of our Partners in the Tourism Industry include: Hotels, motels, bed & breakfasts and dude ranches Restaurants and bars Outfitters and guides Ski areas and private travel attractions Museums and cultural facilities Private and public campgrounds Farmers and ranchers Gas station and convenience store owners Transportation companies Retail shops State and federal agencies Montana s 2013-2017 Tourism & Recreation Strategic Plan incorporates input received from Montana citizens, businesses and organization representatives (including private, public, tribal, nonprofit), totaling over 300 Montanans. Tourism Means Competition Montana needs to maintain a stable funding source in order to grow market share in tourism marketing and advertising. In ongoing Brand Awareness Studies, it is found that once Montana advertises in a market, awareness of Montana notably grows. In addition, those that have seen Montana s advertising are significantly more likely to plan travel to Montana than those who are unaware of the advertising. Funding for tourism marketing results in increased visitor spending which in turn increases income, property and corporate tax collections. Figures compiled using data included in ITRR s 2013 Montana Nonresident Economic Impacts & Expenditures; ITRR s The Economic Review of the Travel Industry in Montana, 2012 Biennial Edition; Montana Tourism & Recreation Strategic Plan 2013-2017; and Leisure Trends Group MTOT Brand Awareness & Conversion Studies 2010-2012. Updated June 2014 http://montanatourismnews.org http://travelmontana.mt.gov 114

Montana s current food system is ripe with opportunities We can do better for our producers and working lands A typical food product travels 1500 miles before reaching the consumer. This trade is subject to volatile international markets beyond the control of our communities or state, much less individual farmers, ranchers, or consumers. x 5 million acres of important farm and ranchlands in Montana are under pressure from development. xii Due to a number of factors, Montana is losing about 250 ranches a year. xiii For every dollar spent on a loaf of bread, the typical U.S. wheat farmer now gets just 6 cents. xiv And we can do more to build healthy kids and communities! 153,193 Montanans received food from a food bank in 2011. That is over one out of every seven people in the state. xviii 87% Nationally 54,000 Montanans live in food deserts: low income areas where residents must travel more than ten miles to the nearest grocery store. xvi The USDA recommends 5 servings of fruits and vegetables daily. On average, Montana kids consume just 1.3 servings of fruits and veggies each day; for adults, the average is 1.6 servings of fruits and vegetables. xix Montana 46% In Montana, residents of only 46% of counties have ready access to nutritious and affordable food. Nationally, residents in 87% of counties can easily access healthy food. xvi Montana s current adult obesity rate is 24.3 percent, up from 18.8 percent in 2003 and from 8.4 percent in 1990. xxi If we continue at our current pace, doctors predict that by 2030 over 126,000 Montanans will have diabetes, and more than 270,000 will suffer from hypertension. xxi Food System Factsheet A healthier future is possible! Keep reading to learn more... 115 www.growmontana.ncat.org A project of the National Center for Appropriate Technology

Montana-based food systems: a realistic vision to strengthen communities, economies, and health In 1950, 70% of the food Montanans ate was grown in Montana. ii Through the 1930 s, food processing was our state s number one employer. iii We still have a strong agricultural base to work from in Montana! In 2000, agriculture comprised about 36% of Montana s economy, more than mining, gas and oil combined. iv Montana is the #1 producer of organic dry peas and organic spring and durum wheat in the nation, and we rank in the top ten for honey, flax, lentils, beef, and more. v The number of jobs in food product manufacturing has increased every year in Montana since 2004. Today, it s the third largest manufacturing sector in Montana and accounts for 10% of the value of all manufacturing in the state. vi In 2003 the University of Montana s Dining Services began buying directly from Montana producers; in 2012 UM Farm to College purchased over $1 million of food from within the state. viii In 2012, Montana K-12 public schools purchased over $950,000 worth of local food products through farm to school programs across the state. vii Montana Farmers Markets 2014 Montana Farmers Markets 1990 Montana s farmers markets grew from 5 in 1990 to over 60 today. ix week million If each household in Montana spent just $10 a week on Montana-grown food products, we would re-direct $186 million dollars each year to local farmers and ranchers. i i Based on 357,296 households. Montana Office of Rural Health. Retrieved from http://healthinfo.montana.edu/msu/mtstate.html. ii Palmer, Warren. 1983. The Montana Food System: First Lessons in Sustainability. Cornucopia Project of Rodale Press. Emmaus, Pennsylvania. iii Ibid. iv MSU Extension Service, Making Life Even Better 2004 Annual Report. Retrieved from http://extn.msu.montana.edu. v Montana Department of Agriculture. 2014. Ag Facts. Retrieved at: http://agr.mt.gov/agr/consumer/agfacts vi Polzin, Paul. 2011. The State of Montana Manufacturing, Bureau of Business and Economic Research, University of Montana, Missoula, MT 59812. vii United States Department of Agriculture. Farm to School Census: Montana. Retrieved at: http://www.fns.usda.gov/farmtoschool/census#/state/mt. viii Kidston, Martin. UM Farm to College Program hits $1M milestone The Missoulian. 22 September 2012. Retrieved at: http://missoulian.com/news/local/um-s-farm-to-college-program-hits-m-milestone/article_45cbfe06-0533-11e2-a45d-0019bb2963f4.html ix Farmer s Markets: Enriching Communities Across Montana. AERO 2003 for number in 1990. For most recent number, Montana Department of Agriculture, 2013 Montana Farmers Market Directory. Retrieved at: http://agr.mt.gov/agr/producer/farmersmarkets x Pirog, Rich, et al. 2001. Food, Fuel, and Freeways: An Iowa perspective on how far food travels, fuel usage, and greenhouse gas emissions. Leopold Center for Sustainable Agriculture. Retrieved at: http://www.leopold.iastate.edu/pubs-and-papers/2001-06-food-fuel-freeways xii American Farmland Trust. www.farmland.org/rocky_mountain/montana.htm. xiii Missoulian Keeping tradition alive a challenge for Montana ranch families E8 April 27, 2005. xiv Halweil, Brian. Eat Here: Reclaiming Homegrown Pleasures in a Global Supermarket. W.W. Norton & Company, New York (2004). xvi Montana Food Bank Network. Hungry in Montana 2012. Retrieved at: http://mfbn.org/learn/research-and-reports xviii Montana Food Bank Network. 2012. Fact sheet: Childhood Hunger in Montana. Retrieved at: http://www.dphhs.mt.gov/hcsd/childcare/cacfp xix Centers for Disease Control. 2013. State indicator report on fruits and vegetables, 2013. Retrieved at: www.cdc.gov/nutrition/downloads/state-indicator-report-fruits-vegetables-2013.pdf xxi F as in Fat: a partnership of Trust for America s Health and the Rober Wood Johnson Foundation. State Summaries: Montana. 2013. Retrieved at: http://fasinfat.org/states/mt Join us in building a robust and healthy Montana Food System! For more information, contact Stephanie Potts, Grow Montana coordinator, at stephaniep@ncat.org or 116 call (406) 494-4572 x 8688.

Reinventing the ranch http://www.bozemandailychronicle.com/news/economy/article_287b5a02... 1 of 3 9/4/2014 7:36 AM Economy Montana Horses finds new niche training horses and riders for the backcountry By Jason Bacaj, Chronicle Staff Writer Posted: Sunday, August 24, 2014 5:00 am A morning chill lingered in the air as the last truck and horse trailer rumbled over the dirt road leading to the Montana Horses corral on Wednesday. The ranch owners, Kail Mantle and Renee Daniels-Mantle, watched from their porch as parents and children poured out of the cab. They headed toward the trailer to ready horses for the morning's hound walk. The hound walk gets horses and the Mantle Ranch's eight hounds in shape for foxhunting season, Daniels-Mantle explained, which begins in September and is a way for her, her husband and their clients to ride all year. Below-zero temperatures dampen enthusiasm for trail riding, but running down coyotes helps motivate riders to get out with their horses in the backcountry. It hunts coyotes rather than foxes, but does so in the foxhunting style, with horns and hounds. It's also the result of a reinvention effort that has consumed the ranch about 10 miles north of Logan for the last six years. The effort shifted the company's focus from leasing horses out wholesale to trail riding and outfitting operations each summer and fall. Now the Mantles focus on training both horses and riders for the backcountry. Additionally, individual horses are leased to people and memberships to the Big Sky Hounds, a foxhunting club operated by Daniels- Mantle from September through April. We finally found our niche again, Mantle said in between sips of microwave-warmed coffee. It's just different than it was, so we just changed with it. Their previous niche was leasing horses out commercially each summer after running their herd of more than 400 horses through the 35 miles of towns and roads between their winter pasture and summer pasture at the ranch each spring. The roundup lasted 11 years, but a rancher sold the land the Mantles used as winter pasture in 2012. 117

Reinventing the ranch http://www.bozemandailychronicle.com/news/economy/article_287b5a02... 2 of 3 9/4/2014 7:36 AM The main impetus for the change in our business was that we didn't have control of communication between the horse and the rider, Daniels-Mantle said. Now we have complete control over what our horses do and the experience. It's about the riding experience. That's basically all horses are: an excuse for people to get out and experience the backcountry, Mantle added. That's our goal for everyone. If they lease a horse from us, or learn to ride, is to get out of here and be able to pull it off themselves safely. The sale of the Mantles' winter pasture didn't force their hand so much as get them to commit to the path they first started down in the mid-2000s, when the market for leasing horses out to dude ranches and hunting outfitters fizzled. Congress banned horse slaughter in the United States in 2006. The ban changed the horse market and one of the ways that Mantle kept the hundreds-strong Montana Horses herd stocked. He and his wife had traveled to horse auctions and, while some focused on the main action with horses guaranteed by the ranchers and breeders, Mantle slipped into the pen with horses marked to be sold for their meat. The former bronc and bull rider searched out a horse that looked gentle enough to mount and climbed on bareback. If Mantle held on, they'd buy the horse cheap, re-train it and lease it out. If they couldn't get the horse tame enough for trail riding, it went back to the auction and generally sold for the same price Mantle paid. One of the horses Mantle bought with that tactic carried a rider during the morning hound walk around the Horseshoe Mountains ringing the Mantle Ranch. The mare, named Oreo, is part draft horse. The only trouble she gave her rider was a seemingly constant desire to stop and munch grasses. But after Congress banned horse-slaughtering plants, that buying strategy no longer worked. A 2011 analysis by the federal Government Accountability Office found that prices nationwide dropped more than 25 percent for the lowest-priced horses after the ban. And a study published in 2013 in the Journal of Agricultural and Resource Economics showed that the ban caused prices for horses valued at less than $1,500 per head to drop nearly 16 percent at the biannual horse auction in Billings. As a result, it cost the Mantles more to buy the kind of horses they used to bargain for, and the ones that didn't work out were resold at a fraction of their purchase price. The formerly low-risk tactic became a high stakes wager. Then the Great Recession hit. The downturn culled demand for trail rides at dude ranches and hunting outfits using packhorses. It's just change, Mantle said on horseback during the hound walk. Same old thing. The hands-on approach Montana Horses has taken to training horses and riders is a lot funner than the commercially leasing horses, Mantle said, though he admitted it's comparatively terrible for making money. By his estimate, they're making about a third of what 118

Reinventing the ranch http://www.bozemandailychronicle.com/news/economy/article_287b5a02... 3 of 3 9/4/2014 7:36 AM they made previously while incurring twice the costs. But we're just starting over, so it'll build, Mantle said. Big Sky Hounds is already gathering momentum in its second season, Daniels-Mantle said. The rides attract 40 or 50 people during the winter. Few of the riders are traditional foxhunters doing it for the sport. For one, the eight Walker hounds used during the hunt don't kill the coyotes. Rather, they trap the animal, and then Daniels-Mantle calls off the dogs. While some aspects of the re-tooled business will take time to reveal their effectiveness, the training has already proved successful. Two kids who rode with Montana Horses throughout the winter served as whips during the foxhunt, riding on either side of Daniels-Mantle, around whom the hounds gathered as they searched for scents. The kids had to ride out whenever a dog took off on a scent and chase the dog back. Them horses were just an extension of those kids, Mantle said. And that's the ultimate goal, is to see that. Jason Bacaj may be reached at jasonb@dailychronicle.com or 582-2635. 119

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Three downtown hotels expected to open within 18 months http://www.bozemandailychronicle.com/news/economy/article_bdd262da... 1 of 2 9/4/2014 7:37 AM By Jason Bacaj, Chronicle Staff Writer Posted: Wednesday, April 23, 2014 12:00 am After months spent quietly finishing the permitting process, the development group behind the armory hotel project has put the job out to bid and expects work to begin by summer. The key to the $22 million project is LaTour Hotels & Resorts, a San Diego-based company that specializes in boutique hotels, which has partnered with the investment group behind the hotel, said Cory Lawrence, head of the group and CEO of Off the Beaten Path, an adventure travel company based in Bozeman. LaTour Hotels will be responsible for 100 percent of the management, said chairman and CEO Thomas LaTour. He founded the business after briefly retiring from Kimpton Hotels and Restaurants, where he helped pioneer the concept of boutique hotels in the early 1980s. Most of the boutique hotel projects LaTour has taken on, including several adaptive reuse projects akin to the armory hotel, have been located in major cities such as Salt Lake City, Seattle and Washington, D.C. This project, called the Etha, will be one of LaTour's first in a market the size of Bozeman. This is unique. This means boutique. So we struck a deal, LaTour said. Bozeman does not act or react like other small markets. There's something unique going on there. Just look at the airport. The airport activity given the size of that town is really out of whack. Lawrence envisions the Etha an eight-story, 102-room, four-star hotel built atop the historic National Guard Amory at 24 W. Mendenhall St. as more of a community gathering place than strictly a hotel. It'll feature a roughly 10,000-square-foot ballroom for hosting events that should attract more people than can fit in the hotel itself, Lawrence said. When those doors swing open, it's for Bozeman, he said. The Etha is expected to open in early fall 2015. And it may be the first in a series of boutique, four-star hotels to open downtown. 121

Three downtown hotels expected to open within 18 months http://www.bozemandailychronicle.com/news/economy/article_bdd262da... 2 of 2 9/4/2014 7:37 AM Construction has already started farther west down Mendenhall Street at the site of another one of the three downtown hotels scheduled to open in the next 18 months. The Element Bozeman is a LEED-certified hotel being built by the local developer group HomeBase Montana. It'll be operated by Starwood Hotels & Resorts Worldwide, which also owns and operates St. Regis, Westin and Sheraton hotel brands, among others. It'll feature 104 rooms, a Bikes-to-Borrow program for patrons, a 900-square-foot fitness center, an indoor-outdoor pool and a 900-square-foot meeting space that opens into a courtyard. The hotel is scheduled for a May 2015 opening. The first of the downtown hotels to open is likely to be the most prominently located one: the Lark Motel, which will replace the former Imperial Inn at the corner of Main Street and Grand Avenue. The 38-room motel is currently being stripped down to the studs of its original structure. It'll get rebuilt over the summer and is scheduled to open this December, barring delays, said Erik Nelson, one of the owners of ThinkTank Design Group, the Bozeman-based architecture firm that's leading a group of local investors in the project. The motel's architecture is based off the Streamline-era of the 1960s but a fresh interpretation of how that works with Montana, Nelson said. That interpretation includes wider balconies and a revamped parking area that serves as more of a plaza, including a permanently placed Airstream trailer that will function as a food cart serving coffee and sandwiches to motel guests and the public at large. We might have concerts downtown there. We might have events during the Christmas Stroll. Things like that that would really invite activity and vitality to that, Nelson said. The investment group, which includes a general contracting company and another consulting architect among others, also owns the lot on the corner facing First Interstate Bank. There are no plans to develop it right now, Nelson said. Instead, the group is waiting to see how the motel itself plays out for a while before deciding whether to build a restaurant space, more rooms or something completely different. Jason Bacaj may be reached at jasonb@dailychronicle.com or 582-2635. 122

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