Deputy Sector Navigator Grant Application: Retail Hospitality/Tourism/Learn and Earn

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2 Chancellor s Office California Community Colleges Grant Number: CONTACT PAGE District/College: West Valley Mission Community College District/ Mission College Address: Fruitvale Avenue City: Saratoga State: CA Zip+4: District Superintendent/President (or authorized Designee) Name: Laurel Jones Title: President Phone: (408) Date: May 2, 2013 Fax: (408) Address: laurel.jones@wvm.edu Responsible Administrator (Should not be the same as Project Director) Name: Mina Jahan Title: Educational Dean of Business/Technology Phone: (408) Date: May 2, 2013 Fax: (408) Address: mina.jahan@wvm.edu Project Director (Person responsible for conducting the daily operation of the grant) Name: Albert Yu Title: Director Phone: (408) Date: May 2, 2013 Fax: (408) Address: albert.yu@wvm.edu Person Responsible for Data Entry Name: Sarah Randle Title: Research Technician Phone: (408) Date: May 2, 2013 Fax: (408) Address: sarah.randle@wvm.edu Business Officer (or authorized Designee) Name: Ed Maduli Title: Vice Chancellor of Administrative Services Phone: (408) Date: May 2, 2013 Fax: (408) Address: ed.maduli@wvm.edu Person Responsible for Budget Certification Name: Ed Maduli Title: Vice Chancellor of Administrative Services Phone: (408) Date: May 2, 2013 Fax: (408) Address: ed.maduli@wvm.edu 2

3 Abstract The dynamic Bay Area business and tourist economy supports a high concentration of hospitality employers, who employ hundreds of workers. These employers include large hotel chains serving both business and leisure markets (e.g. Hilton, Hyatt, Marriott). Other hospitality employers who employ large numbers of workers include major convention centers (San Francisco, Oakland, Santa Clara, San Jose), gaming resorts, sports team arenas (Giants, 49ers, Warriors, A s, Sharks), and amusement parks (Six Flags Discovery Kingdom, Great America, Santa Cruz Boardwalk). Hospitality employers have an urgent need for new hire and incumbent worker career ladder and lattice oriented workforce development programs. Hospitality and culinary industries are projected to experience significant growth in the grant region during the next decade, both in terms of relative growth and absolute jobs added. California invests heavily to promote its tourism industry, with a budget of over $50 million in 2010 and a nationally recognized California Tourism program. California s tourism industry (and by extension, hospitality and culinary) is poised for significant future growth. The greater Bay Area is a perfect home base for the new regional Hospitality Deputy Sector Navigator. Bay Area hospitality sector work must be firmly grounded and informed by a new, comprehensive dataset for the greater Bay Area region. The new dataset will include both traditional labor market data, as well as real time data gathered using industry sector expertise in job openings and job projections. The new dataset will also include new economic development, such as the 49ers Stadium opening in August 2014 (1,000+ hospitality jobs). This real time, robust regional hospitality dataset will be used by sector stakeholders to inform their conversations on regional needs, priorities, and projects. The Hospitality DSN will coordinate closely with the Bay Area Center of Excellence (COE) in preparing this dataset. The Hospitality Deputy Sector Navigator s work will also be informed by a rich history of innovative workforce development programs conducted by the Bay Area s hospitality industry stakeholders (employers, industry associations, labor organizations), and with workforce investment boards, non-profit organizations, and educational institutions. He will work closely with the Bay Area Community College Consortium (BACCC) in rolling out their Marketplace model in the hospitality sector. Informed by the real time dataset, industry stakeholders will quickly come up to speed in identifying and prioritizing mutual interests. Together, education and industry stakeholders will form Action Teams based on their priority mutual interests. These Action Teams will discuss, develop and implement pilot projects in line with the four prongs of Doing What Matters for Jobs and the Economy. All pilot projects will be regional in scope; focused on aligning college and high school curriculum content and delivery methods with employer needs; and have clear metrics and accountability measures according to ACCC and other standards. The Hospitality sector will continually focus on moving the needle on student success. Significant time will be devoted to assisting in the set-up and rollout of the new LaunchBoard tool. Grant products and outcomes will be broadly disseminated, using both traditional and new methods, such as social media. 3

4 Table of Contents NEED...5 RESPONSE TO NEED...10 ANNUAL WORKPLAN...17 APPLICATION BUDGET SUMMARY...27 APPLICATION BUDGET DETAIL SHEET...28 PROJECT MANAGEMENT...31 DISSEMINATION

5 Need 1. Define the size, common characteristics of the businesses and workforce, locations, industry associations, educational partners (including high schools, ROC Ps, community colleges, universities and others), competitors, projected growth and prospect for positive outcomes in serving this regional industry sector. Please identify and discuss supply and demand gaps in this sector s regional workforce. The tourism industry is vitally important to California s economy, both historically and to this day. As the number one travel destination in the United States, California annually generates more than $95.1 billion in direct travel spending into the economy, directly supports jobs for 873,000 Californians, and generates $6.1 billion in direct state and local tax revenues.1 California has one of the largest state tourism budgets in the nation2, and tourism is far and away one of its most valuable exports3. Tourism is integrally connected with both the hospitality and culinary arts industries. The dynamic Bay Area business economy also drives the need for a high concentration of hospitality employers, who employ hundreds of workers. These employers include large hotel chains serving both business and leisure markets (e.g. Hilton, Hyatt, Marriott). Other hospitality employers who employ large numbers of workers include major convention centers (San Francisco, Oakland, Santa Clara, San Jose), gaming resorts, sports team arenas (Giants, 49ers, Warriors, A s, Sharks), and amusement parks (Six Flags Discovery Kingdom, Great America, Santa Cruz Boardwalk). The Bay Area boasts a robust culinary industry that serves the business, leisure and local resident markets. Also, Silicon Valley employers (including Google and Facebook) offer multiple on-campus dining facilities as a unique employee benefit. These eating and drinking establishments follow the national trend: 93% have fewer than 50 employees, and more than 7 out of 10 establishments are single-unit operations4. The hospitality and culinary industries will experience significant growth in the grant region during the next decade. California invests heavily to promote its own tourism industry, with a budget of over $50 million in and a nationally recognized California Tourism program.6 Combined with renewed interest in tourism at the national level7 and the emerging Chinese tourist market (which has become the largest sector of California tourists8), California s tourism industry (and by extension, hospitality and culinary) is poised for significant future growth. 1 White Paper on California Tourism, June 2011, page 3. ibid, pages ibid, page Restaurant Industry Pocket Factbook. National Restaurant Association. 5 White Paper on California Tourism, page ibid, page 4. 7 ibid, page 4. 8 California Targets Families, Tourists From China. CBS News SF, 22 Feb

6 The Bay Area hospitality sector has numerous educational partners, both public and private. 14 campuses of the California State University System train the vast majority of the state s hospitality management BA degree holders9. Nine Bay Area community colleges have a current hospitality and/or culinary degree program10. There are 32 high schools in the greater Bay Area region that currently offer a hospitality and/or culinary program11. Several Bay Area ROPs also offer culinary programs. Youth are a large hiring resource for the hospitality industry: one out of three adults get their first job experience at a restaurant and County Education websites Restaurant Industry Pocket Factbook. Compiled by the National Restaurant Association. 6

7 Currently, there is no comprehensive list of educational institutions and businesses providing training in hospitality/tourism in the Bay Area. Major private educational competitors include the University of San Francisco Hospitality Management BA, the Art Institute of California-San Francisco Hospitality Food and Beverage Management BA, and the California Culinary Institute Cordon Bleu program. Numerous private businesses teach multiple specialties of culinary arts. Goodwill Industries-San Francisco offers hospitality-related training for new hires. Industry associations such as the South Bay HERE Training Trust Fund provide on-demand classes at employer worksites to incumbent workers of participating trust fund employer properties (including Fairmont San José; Hilton San José; Dolce Hayes Mansion; San José Marriott; Hyatt Place). The hospitality industry has a strong commitment to promoting from within; therefore, education and training (not necessarily a formal degree) prior to attaining an entry-level position is highly valued by employers13. However, without a current comprehensive list of employer demand, training providers and corresponding student outcomes data, it is not possible to accurately determine the supply and demand gaps in hospitality sector employment. A strong baseline dataset is urgently needed to provide foundation data for the Hospitality DSN regional work in the Bay Area. 13 White Paper on California Tourism, June 2011, pages 8 and 12. 7

8 2. Discuss curricular challenges and opportunities with respect to skill gaps facing your regional industry sector including the relationship between available workforce and employer need within the community college tier of education and between higher education and industry. Discuss efforts to establish and articulate career pathways in this sector for region-wide stackable certificates across multiple colleges and districts, strategies as they relate to a new candidate pool or incumbent workers. The Napa Valley Hotel Sector Project14 highlights the common challenges faced by employers and employees throughout the Bay Area. Employers state that both current and new employees require a basic skill set, including proficiency in English (Vocational English as a Second Language), general job-readiness (realistic expectations and understanding of the industry), professionalism, and customer service skills. Hotels used to offer this type of training in-house, and/or offer tuition assistance for external classes. Employer training budgets were dramatically reduced/eliminated during the 2008 recession; however, the need for these classes has increased with the industry competitive demands for ever-increasing levels of guest service. A thorough survey of community college hospitality program curriculum is needed to assess alignment with employer needs in the skill areas listed above. In addition, community college hospitality programs have had varying degrees of success in integrating Vocational English as a Second Language into current hospitality curriculum. These efforts need to be analyzed and best practices/innovations developed for meeting employer and incumbent worker need. City College of San Francisco s Hospitality Department chair, Tannis Reinhertz, states that employers in her service area are demanding more short-term classes and certificates oriented to specific job skills needed in the culinary career ladder progression. The need for food and beverage short-term training is echoed by John Southwell (general manager of the Hilton San Jose) and Enrique Fernandez (business manager of UNITE HERE Local 19). Mr. Southwell and Mr. Fernandez are the respective head management and union trustees of the South Bay HERE Training Trust Fund, an industry association of South Bay hospitality large employers and Local 19 that provides on-demand training to incumbent workers for current industry needs. Some community college hospitality and culinary programs currently offer or are planning to offer short-term certificates. A comprehensive regional survey is needed to determine key elements for future work, including (a) certificates currently offered/in progress; (b) articulation with degree programs; (c) portability of certificates regionally; (d) effectiveness of certificates in new hire placement/job and career advancement. 3. Discuss the inventory of organizations, bodies, advisories, hubs, centers, collaboratives, and other entities inside and outside of the community college system that are currently active in-region for this industry sector. Identify the gaps, overlaps, and opportunities for improvement and discuss plans to leverage assets into the current structure. 14 Napa Valley Hotel Sector Project, pages 8,

9 Currently there is no complete regional inventory of hospitality sector workforce development entities, either inside or outside the community college system. This lack of inventory constrains efforts to describe gaps, overlaps, and opportunities for improvement. The field is wide open for regional Hospitality sector collaboration. Each community college hospitality program has its own advisory committee comprised of local employer, business and industry representatives, and other stakeholders by service area. Also, related community college sectors cross-list with hospitality. For example, the CCCCO funds a grant to Family & Consumer Sciences to host an annual CCC/CSU Hospitality/Culinary Arts Symposium. Cities and counties have Economic Development sectors, some of which have a hospitality focus. For example, the City and County of San Francisco operates its Hospitality Initiative under the Mayor s Office of Economic Development. Its partners are: City College of San Francisco, Mission Hiring Hall/South of Market Employment Center, Chinatown One Stop Career Link Center, Mission Language Vocational School, Charity Cultural Services Center and Episcopal Community Services. Industry associations include the Golden Gate Restaurant Association, the San Francisco Convention and Visitors Bureau, Team San José, and the South Bay HERE Training Trust Fund (see description, above). Key statewide hospitality sector organizations collaborated on producing a White Paper on California Tourism in June, 2011 (referenced throughout this proposal): California Travel and Tourism Commission, California Travel Association, California Hotel & Lodging Association, California Lodging Industry Association, California Association of Bed & Breakfast Inns, California Restaurant Association, California Retailers Association, California Attractions and Parks Association, California Ski Industry Association, Western Association of Convention and Visitors Bureaus, California Alliance for Hospitality Jobs, California Association of RV Parks and Campgrounds. Visit California, the state s destination marketing association, is planning a China Ready comprehensive statewide program to cater to the emerging Chinese tourist market.15 Similar local efforts are underway to cater to specific target markets. 4. Describe the opportunity for more effective regional communication and collaboration with constituents, including the regional consortia leadership, community college faculty and administration, K-12 and 4-year partner education institutions, the workforce system, trade associations, and other interested parties. The Bay Area lacks a regional workforce development framework for hospitality industry stakeholders. Locally, however, hospitality stakeholders have a rich history of effective, demand-driven training partnerships; providing a strong basis to build a new, vibrant regional hospitality collaborative that will move the needle on student outcomes. 15 Free-spending Chinese boost California tourism. SF Business Times, 3 Feb

10 Response to Need 1. The Deputy Sector Navigator will work collaboratively in a network comprised of the statewide sector navigator and other Deputy Sector Navigators within the sector. The Deputy Sector Navigator will work collaboratively with the Chair and/or Co-Chairs of the Regional Consortia to align the needs of sector employers with the program and curriculum offered by colleges within the regional consortium. Additionally, the Deputy Sector Navigator will work with the Regional Consortium, and individual colleges within the region offering courses and programs within the sector, to develop faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. As a new industry sector for the CCCCO, the primary focus of the Bay Area Hospitality Deputy Sector Navigator (DSN) in this first year is to build a solid foundation for effective regional Hospitality sector work. The Hospitality DSN will bring industry stakeholders to the table. These stakeholders will engage the community college and public education community in meaningful dialogue that leads to actionable, measurable projects to promote and strengthen curriculum and program alignment with employer needs. All activities will be focused along the four prongs of the Doing What Matters for Jobs and the Economy strategic framework. The Bay Area Hospitality DSN will collaborate with the statewide Hospitality Navigator (when selected) and other regional Hospitality DSNs to establish a strong base for the Hospitality sector. We will share regional workplans and create a solid statewide communication system. We are allocating travel monies and time for anticipated regular statewide hospitality sector meetings in person and by phone/webinar, as needed. Key to the success of the Bay Area Hospitality sector foundation-building is our DSN s working relationship with BACCC leadership. We will learn best practices, and integrate the hospitality sector into BACCC overall strategies and activities. Specifically, we will use the proven Marketplace model (interest-based approach) in working with all Hospitality stakeholders to meet the objectives of this grant. (see below) Mission College conducted a two-week pilot outreach effort to major Bay Area hospitality sector stakeholders (employers, labor organizations, industry associations, WIBs, colleges, high schools), to gauge initial interest in a regional hospitality sector collaborative effort. We explained the objectives of the Hospitality sector DSN initiative; and asked for stakeholder advice and information about their programs. Stakeholders are enthusiastic about this new community college regional hospitality sector initiative. They shared relevant data, best practices, and pressing issues they face in workforce development. Several industry stakeholders offered concrete proposals for regional collaboration. The table below is a listing, to date, of hospitality sector regional stakeholders who have given Mission College written documentation of their support and commitment for the regional Hospitality sector initiative. Mission continues to receive written support from hospitality sector stakeholders on a daily basis. 10

11 Organization Santa Clara Tourism Improvement District (TID): Biltmore Hotels & Suites, Marriott Santa Clara, Embassy Suites Santa Clara, Avatar Hotel, Hilton Santa Clara, Hyatt House, Hyatt Regency, The Plaza Suites Santa Clara South Bay HERE Training Trust Fund: includes Fairmont San José, Hilton San José, Hyatt Place, San José Marriott, Dolce Hayes Mansion, Wyndham Hotel, Hilton Santa Clara, St. Claire, Local 19 Centerplate (largest food service provider for the National Football League) City of Santa Clara UNITE HERE Local 2 (SF/San Mateo) UNITE HERE Local 19 (South Bay) UNITE HERE Local 2850 (North/East Bay) UNITE HERE California State Conference National Association of Catering & Events Silicon Valley Concierge Association Discover Silicon Valley (publication) NOVA Workforce Investment Board work2future Workforce Investment Board Workforce Investment Board of Santa Cruz County Monterey WIB Agency San Jose State University California State University East Bay Napa Valley College Santa Rosa Junior College City College of San Francisco Laney College Cabrillo College Monterey Peninsula College San Francisco Unified School District Hospitality Academy Santa Clara Unified School District Menlo-Atherton High School Milpitas High School Academy of Travel and Tourism San Jose Job Corps Support Letter Author(s) TID Board member & former chairperson Trust fund chair, head management trustee, head union trustee, apprenticeship/training coordinator Senior Vice President Economic Development Officer President Business Manager President President Immediate Past President, National level President Sales Director Director Director of Operations Director Executive Director Professor and Chair, Department of Hospitality Management Professor and Chair, Department of Hospitality, Recreation and Tourism Associate Dean, Economic Workforce Development College President Chair, Hospitality Management program President Chair, Culinary Arts and Hospitality Vice President for Academic Affairs Chair, Advisory Board Superintendent Home Economics Teacher Lead Teacher Culinary Arts Instructor 11

12 2. The Deputy Sector Navigator will work with employers, industry and labor organizations, and Workforce Investment Boards within the region to determine gaps in the workforce; promote integration of workforce training and employment; strengthen programs within the sector at regional colleges and high schools; provide incumbent worker training; promote opportunities for contract education and faculty professional growth; and thereby, promote and support growth of the sector within the regional economy. The Bay Area Region Hospitality Deputy Sector Navigator (DSN) will work closely with the BACCC to utilize its Marketplace model (interest-based approach) with hospitality stakeholders. This proven approach will enable the new Hospitality sector work to be well-integrated with the work of other regional industry sectors, and provide a common baseline and framework for identifying best practices, possible collaborative efforts between industry sectors, and consistent data tracking. The Hospitality sector Marketplace model consists of the following steps: 1. Convene the 26 community colleges in the Bay Area region who are interested in Hospitality training programs, utilizing the BACCC network and supported by Mission College Hospitality Program chair and other community colleges who have signed support letters, to date (see above). College academic stakeholders include existing hospitality and culinary programs, and related academic departments (nutrition, English as a Second Language, business). Related college stakeholders could include deans and/or representatives from career technical education, economic development, contract education, and student services. Review new baseline hospitality industry workforce development data (see below) as a basis for future work. Build a strong foundation for regional college collaboration by (a) determining their interests; and (b) prioritizing their interests. 2. Convene hospitality industry stakeholders in the region (employers, labor organizations, industry associations), utilizing the strong industry ties of the Hospitality Deputy Sector Navigator and Regional Industry Specialist (see Program Management). Review new baseline hospitality industry workforce development data (see Response to Need #3) as a basis for future work. Build a strong foundation for regional industry collaboration by (a) determining their interests; and (b) prioritizing their interests. 3. Bring colleges and industry together to initiate the process of sharing their prioritized interests. This meeting of the minds will be carefully facilitated, utilizing proven interest-based methods for diverse stakeholders. 4. Contact other workforce development stakeholders including Workforce Investment Boards (WIBs), high school districts, and local economic development units working on hospitality. Survey stakeholders to see if they are interested; and invite them into the process, as appropriate. Determine and prioritize their interests using the Marketplace model. Invite them to join colleges and industry in collaborative efforts, as indicated by alignment of their interests with college/industry interests. 12

13 5. Begin a series of regional hospitality sector topical Action Teams, based on alignment of stakeholder prioritized interests. The Hospitality Deputy Sector Navigator and the Regional Industry Specialist will facilitate these teams, using the Marketplace model. The Action Teams will discuss, develop, and recommend concrete actions and projects which will accurately reflect (a) new baseline hospitality workforce investment data (see Response to Need #3), and (b) further refinement of prioritized interests into actionable plans which meet employer demand, utilizing benchmarks and clear metrics for student outcomes that move the needle. 6. Invest resources into supporting the work of the regional hospitality sector Action Teams. Resource investment methods will be fair and equitable; driven by data; based on the shared priorities of hospitality stakeholders; support regional collaboration; and ultimately determined by the guidelines of the BACCC leadership, in consultation with the Hospitality Deputy Sector Navigator and Regional Industry Specialist. 7. Regularly summarize the work and results of hospitality sector Action Team meetings and projects. Share results regularly through widely accessible and diverse communication channels (websites, printed materials, phone conferences, etc.). 3. Gaps within the workforce will be identified and prioritized and strategies developed and implemented using SB 1402 and/or SB 1070 funding. Examples of strategies to address workforce gaps include: creating community collaboratives, professional development opportunities, curriculum development, articulation of curriculum in a career pathway, career lattice, or in a system of stackable credentials, career guidance module development, seminars, workshops, and collaboration between faculty, with an outcome of integrating the needs of employers and addressing within the curriculum and programs the job skills and competencies required for employment and advancement. The Bay Area Deputy Sector Navigator and the Regional Industry Specialist will build a firm foundation for the hospitality sector work based on BACCC s Marketplace model. BACCC s summation of Marketplace work have lead to improvements. At times in the past, BACCC used to convene stakeholders without providing data; so work was not always data-driven. Now, sectors conduct a baseline data analysis before convening stakeholders; so data is part of the conversation in determining interests and priorities. In addition to the usual baseline data, data research is needed into other factors influencing community colleges ability to meet hospitality employer demand: 1. Interviews with Napa County hospitality employers indicated many current youth job seekers do not understand that hospitality is a viable career, not just a job.16 This finding highlights the need for a more thorough outreach and education program on hospitality industry careers, beginning in middle school and extending through high school and beyond. 16 Napa Valley Hoel Sector Project, pages

14 2. For many students specifically interested in hospitality, the traditional route of a college degree can be daunting or prohibitive, given the need to work to support themselves and their families while attending school. Some colleges recognize this, and offer more streamlined programs with intense study that culminate in a specialized yet relevant certificate or degree17. This approach lets students hit the ground running, and is a great asset towards bridging the skills gap. More typically, students struggle on their own to balance the work/family/school juggling act, with school becoming the lessessential element. Regional hospitality sector work must include research into the key area of Learn and Earn, to address both student and employer needs. The work of the Career Ladders Project of the California Community Colleges Foundation provides many examples of best practices that could inform the work of the Hospitality sector. The Linking Afterschool Employment to Careers initiative linked employer demand for afterschool program workers, to college bridge semesters that provided students with college-going skills and career guidance. Most importantly, students in these bridge semester programs received an industry-recognized certificate and preparation for passing the required industry certification for afterschool program employment. This model could be examined by a Hospitality regional Action Team for best practices; and modified for hospitality careers. Additionally, Career Ladders Project conducted a Career Advancement Academy (CAA) at Laney College s Hospitality program which pilot-tested methods for incorporating Vocational English as a Second Language into traditional culinary kitchen instruction. Lessons from that pilot test can be added to other local and statewide efforts to address the needs of English Language learners in the hospitality industry (Response to Need #4). 3. The hospitality industry is projected to experience great growth in the near future, especially in areas like Santa Clara that have major new developments (eg 49ers stadium)18. But without more highly visible resources that connect prospective student, graduate, and alumni job-seekers with industry employers19, this growing demand might not be met with a sufficiently skilled labor supply. Initial conversations with community college hospitality programs indicate great diversity in handling student internships and job placements. Baseline hospitality research must also include methods for both job matching and tracking of student outcomes throughout their hospitality careers. 4. The Deputy Sector Navigator will work with representatives of business, labor, and professional trade associations to develop and implement courses and programs to train incumbent workers in the regional industry sector. A key objective is to enable incumbent workers to become more competitive in their region s labor market, increase competency, and identify career pathways to economic self-sufficiency. Sector strategies may be implemented using articulated career pathways or career lattices and a system of stackable credentials. Curriculum will be offered through a variety of 17 State Grant questions interview, Michael Salinger, page 2. Information per from Ruth Shikada, City of Santa Clara Economic Development Officer. 19 State Grant questions interview, Michael Salinger, pages

15 methods including credit, non-credit, or contract education depending on the needs of the employer. The Bay Area Hospitality Sector Navigator will build on lessons from a rich history of hospitality incumbent worker training partnership initiatives to address the training needs of incumbent workers through multiple means. These initiatives utilized an interest-based process similar to the BACCC s Marketplace model. The Bay Area Hospitality Sector Navigator will have direct access to stakeholders and best practices from these models; the Regional Industry Specialist (Deborah Moy) has facilitated, led, managed, and/or designed/delivered curriculum on all the initiatives described below. San Francisco Hotels Partnership Project (SFHPP). The San Francisco Hotels Partnership Project brought together 12 major San Francisco hotel employers (Palace, Fairmont, Hilton, St. Francis, Hyatt, Holiday Inn -- organized into the San Francisco Multi-Employer Group) and their 2 major unions at the time (HERE Local 2 and SEIU Local 14). From 1994 to 1999, the SFHPP leveraged California Employment Training Panel (ETP) monies to train more than 1,200 workers these hotels in Vocational ESL, Team Building, and industry-related skills. It also partnered with City College of San Francisco in a CCCCO JDIF grant to provide career ladder/skills upgrade training to the citywide banquet server workforce (more than 150+ workers on various step of the banquet server career ladder). Quad City HERE Pilot Career Ladders Project. This project began in 2000 with a grant from the CCCCO (through the California Labor Federation s Workforce and Economic Development program), to conduct a pilot project on the relationship between career advancement and English language learning. Stakeholders were major hotel employers and their labor organization Hotel Employees and Restaurant Employees (HERE, forerunner to UNITE HERE) in San Francisco, San Jose, Los Angeles, and San Diego. This project established the potential of regional sectorwide collaborative workforce development to major stakeholders especially valuable for current regional hospitality sectoral work. South Bay HERE Training Trust Fund. This industry association of major South Bay hotel employers and UNITE HERE Local 19 has won regional and statewide awards for its innovative incumbent worker training programs. In 1999, the Trust Fund began leveraging ETP, CCCCO JDIF, and WIA funding to supplement employers direct contributions into the training trust fund. The Trust fund provides a multitude of incumbent worker career ladder training programs, in all the critical needs areas described above. The Hospitality Deputy Sector Navigator will also collaborate with current regional partnership plans to address incumbent worker hospitality training needs: Santa Rosa Junior College and UNITE HERE Local 2850 (North Bay counties). Mission College and Centerplate (concession employer for the new 49ers stadium opening August 2014 in Santa Clara, with more than 1,000 workers). 15

16 5. The Deputy Sector Navigator will collect and report data on all required accountability measures working with common metrics and accountability measures, and working with the statewide LaunchBoard initiative. Collection and reporting of data for all required accountability measures will be coordinated through the Mission College Office of Research working with BACCC. Mission has extensive experience working with all noted data sources, including serving as a pilot college in the CTE Employment Outcomes Survey. Accountability measurement will be based on statewide common metrics and data sources, including the CCCCO Datamart 2.0, Cal-PASS, and the Doing What Matters LaunchBoard, supplemented by other activities. Analysis of industry gaps and labor market shifts will be facilitated through a partnership with Economic Modeling Specialists International (EMSI). EMSI combines standard LMI data with demographic and outcome data from over 90 additional sources, including community college graduation rates. Partners will be able to more accurately identify specific needs gaps and marketplace strategies across the service area. Longitudinal cohort data will be analyzed using the ARCC 2.0 Scorecard framework, including published data, downloadable detailed datasets through Data-On-Demand, and metrics through Cal-PASS Plus and the new LaunchBoard initative. The LaunchBoard will integrate data sources, including CCC MIS, K-12, transfer, UI-wage, and the CTE Employment Outcomes Survey. As a pilot, Mission will share products of the survey to drive comprehensive participation in future surveys. Use of the CTE Survey will supplement longitudinal data with immediate analysis of recent graduate outcomes. Quality of Service will be measured using the 360-degree evaluation instrument adapted to the community colleges by the CCCCO. Under this model, key talents will be evaluated by all collaborative partners on their leadership and responsiveness, strength of partnership, strength in regional policy issues, and capacity building. ARCC Scorecard metrics and outcomes from the CTE Employment Survey provide indirect measures of curriculum alignment to labor market needs. This data will be supplemented by leading indicators identified through the regional collaborative and employer-led advisory bodies. Examples from across the seven recommended leading indicators will be included, with specific areas determined through the analysis of identified gaps and input from the advisory bodies. Measurement of gaps will serve as the benchmarks in developing corresponding outcomes. Progress towards outcomes will be rated annually by the advisory bodies on a scale of 1-5 (where 1 does not meet expectation and 5 exceeds expectation). Student Momentum Points are recognized as key to evaluating the effectiveness of activities across the full student to employment pathway. Final employment outcomes do not inform on possible bottlenecks, missing pathways, or other barriers to completion and success. Data collection will include the LaunchBoard aggregated data wherever possible, but as a new initiative, it is anticipated that additional performance metrics will need to be specified for identified activities. 16

17 Chancellor s Office California Community Colleges District: West Valley - Mission CCD College: Mission ANNUAL WORKPLAN Grant Number: Objective Number*: 1.0 The Deputy Sector Navigator (DSN) will work collaboratively in a network comprised of the statewide sector navigator (SN) and other DSNs within the sector. The DSN will work collaboratively with the Chair and/or Co-Chairs of the Regional Consortia (BACCC) to align the needs of sector employers with the program and curriculum offered by colleges within the regional consortium. Additionally, the DSN will work with the BACCC, and individual colleges within the region offering courses and programs within the sector, to develop faculty collaboratives, connect programs and employers, and promote and strengthen curriculum and program alignment. Activities Timelines Responsible Person(s) Performance Outcomes Deputy Sector Navigator In-Region Investment Metric(s) No. 1.1 The Bay Area Hospitality DSN will set up and maintain a regular system of communications with Hospitality DSNs in other regions, under the direction of the Hospitality SN. 7/9/13 through 6/30/14 SN and DSNs 1.1 Attend and participate in one meeting per month (by phone or in person, tba by SN) of hospitality sector DSNs and SN. 0% QS 1 QS The Bay Area Hospitality DSN will share major grant activities with other Hospitality DSNs and SN. 7/9/13 through 6/30/14 SN and DSNs 1.2 Distribute grant activity products on a monthly basis to hospitality sector DSNs and SN. 0% QS 1 QS The Bay Area Hospitality DSN will work with hospitality DSN and SN counterparts to identify and implement dissemination methods. 7/9/13 through 6/30/14 SN and DSNs 1.3 Disseminate Bay Area grant products and outcomes on a quarterly basis, utilizing methods agreed to by SN and DSN. 0% QS 1 QS The Bay Area Hospitality DSN will work collaboratively with the BACCC and BACOE to conduct a needs survey of regional employers. 7/9/13 through 9/30/13 DSN, BACCC leaders, BACOE leader, Regional Industry Specialist 1.4 DSN will compile a comprehensive real time dataset that will inform stakeholders of employer needs (actual and projected), to inform supply/demand gaps. 0% QS 1 QS 3 17

18 1.5 The Bay Area Hospitality DSN will work collaboratively with the BACCC leadership to conduct a complete survey of hospitality programs and curriculum offered by community colleges in the Bay Area regions 3 and 4. 7/9/13 through 9/30/13 DSN, BACCC leadership 1.5 DSN will do initial outreach to identify community college Marketplace stakeholders in coordination with BACCC. DSN will utilize the outreach efforts to survey community colleges on their program offerings and capacities. DSN will compile a comprehensive list of regional community college hospitality programs and curriculum, to inform supply/demand gaps. 0% QS 1 QS 2 QS The Bay Area Hospitality DSN will prepare quarterly and annual quality reports per CCCCO guidelines. 7/9/13 through 7/31/14 DSN 1.6 DSN will file quarterly and annual reports. 0% QS 1 QS 2 QS 3 18

19 Chancellor s Office California Community Colleges District: West Valley - Mission CCD College: Mission ANNUAL WORKPLAN Grant Number: Objective Number*: 2.0 The DSN will work with employers, industry and labor organizations, and Workforce Investment Boards (WIBs) within the region to determine gaps in the workforce; promote integration of workforce training and employment; strengthen programs within the sector at regional colleges and high schools; provide incumbent worker training; promote opportunities for contract education and faculty professional growth; and thereby, promote and support growth of the sector within the regional economy. Activities 2.1 DSN will coordinate with BACCC to convene 26 Bay Area community colleges and determine their interest in hospitality training program development. Timelines 7/9/13 through 9/30/13 Responsible Person(s) DSN, BACCC Performance Outcomes 2.1 DSN will compile a list of Bay Area community colleges interested in working on regional hospitality workforce development work. Deputy Sector Navigator In-Region Investment 0% Metric(s) No. QS 2 LI 1 LI 2 LI DSN will use Marketplace method to review new dataset with community college stakeholders, identify interests, and identify priorities. 7/9/13 through 10/31/13 DSN, BACCC 2.2 Community college stakeholders will review new dataset at their first Marketplace convening and identify interests and priorities. 0% QS 2 LI 1 LI 2 LI DSN will use Marketplace method to convene industry stakeholders and determine their interest in hospitality training program development. 7/9/13 through 9/30/13 DSN, Regional Industry Specialist (RIS) 2.3 DSN will compile a list of Bay Area industry stakeholders interested in working on regional hospitality workforce development work. RIS 20% 0% QS 2 LI 1 LI 2 LI DSN will use Marketplace method to review new dataset with industry stakeholders, identify interests, and identify priorities. 7/9/13 through 10/31/13 DSN, BACCC 2.4 Industry stakeholders will review new dataset at their first Marketplace convening and identify interests and priorities. 0% QS 2 LI 1 LI 2 LI 5 19

20 2.5 DSN will use Marketplace method to convene joint meeting of community college and industry stakeholders to identify mutual interests and priorities. 7/9/13 through 10/31/13 DSN, BACCC, RIS 2.5 Community college and industry stakeholders will identify mutual interests and priorities. RIS 20% 0% QS 2 LI 1 LI 2 LI DSN will work closely with BACCC, community college and industry stakeholders to identify and convene other hospitality workforce development stakeholders such as Workforce Investment Boards, local school districts, and community organizations. 7/9/13 through 10/31/13 DSN, BACCC, Regional Industry Specialist 2.6 DSN will compile a list of other hospitality workforce development stakeholders interested in regional collaborative work on hospitality workforce development. RIS 20% 0% QS 2 LI 1 LI 2 LI DSN will use Marketplace method to review new dataset with other hospitality workforce development stakeholders, identify interests, and identify priorities. 2.8 DSN will designate regional Action Teams, informed by the mutually agreed upon priorities identified in 2.5, 2.6, and 2.7 above. 7/9/13 through 10/31/13 11/1/13 through 12/31/13 DSN, BACCC, Regional Industry Specialist DSN, BACCC, Regional Industry Specialist 2.7 Other hospitality stakeholders will review the new dataset and identify interests and priorities. High schools, middle schools and ROC Ps will compile database of their current programs, outreach and articulations. 2.8 Several regional Action Teams will be formally convened, comprised of college, industry and other related stakeholders. RIS 20% 0% RIS 80% QS 2 LI 1 LI 2 LI 5 QS 2 QS Regional Action Teams of college, 11/1/13 through industry and other stakeholders 12/31/13 will begin meeting regularly, schedule to be determined by each Team. DSN, BACCC, Regional Industry Specialist 2.9 Regional Action Teams will produce a written action plan with short, intermediate and long term goals. Regional Action Teams will develop detailed proposals for concrete pilot projects that can be implemented and measured within the first grant year, based on their short term priorities. RIS 80% QS 2 QS 3 LI 1 LI 2 LI 3 LI 4 MP BACCC, in consultation with DSN and Regional Industry Specialist, will decide resource investments in Action Team pilot projects. 1/1/14 through 1/15/14 DSN, BACCC, Regional Industry Specialist 2.10 At least two (2) Team pilot projects will be resourced during the first grant year. RIS 80% QS 2 QS 3 LI 1 LI 2 LI 3 LI 4 MP 4 20

21 2.11 Action Teams will conduct their pilot projects. 11/1/13 through 6/30/14 DSN, BACCC, Regional Industry Specialist 2.11 At least two (2) Team pilot projects will complete pilot projects, collect data, summarize results, make recommendations, and report back to DSN. RIS 80% QS 2 QS 3 LI 1 LI 2 LI 3 LI 4 MP DSN will Action Team activities and ensure regular data collection and dissemination. 11/1/13 through 6/30/14 DSN, BACCC 2.12 Action Teams will thoroughly summarizing their pilot project results, collecting accurate data, and report back to DSN. DSN will share results regularly through at least two different communication channels. QS 2 QS 3 LI 1 LI 2 LI3 LI 4 MP 4 21

22 Chancellor s Office California Community Colleges District: West Valley - Mission CCD College: Mission ANNUAL WORKPLAN Grant Number: Objective Number*: 3.0 Gaps within the workforce will be identified and prioritized and strategies developed and implemented using SB 1402 and/or SB 1070 funding. Examples of strategies to address workforce gaps include: creating community collaboratives, professional development opportunities, curriculum development, articulation of curriculum in a career pathway, career lattice, or in a system of stackable credentials, career guidance module development, seminars, workshops, and collaboration between faculty, with an outcome of integrating the needs of employers and addressing within the curriculum and programs the job skills and competencies required for employment and advancement. Activities Timelines Responsible Person(s) Performance Outcomes Deputy Sector Navigator In-Region Investment Metric(s) No. 3.1 DSN, Regional Industry Specialist and BACOE will convene a focus group of a representative selection of hospitality industry stakeholders to discuss best practices and new ideas in tracking real time job openings and job projections for the regional hospitality sector. 7/9/13 through 9/30/13 DSN and Regional Industry Specialist (RIS), BACOE 3.1 DSN, Regional Industry Specialist and BACOE will summarize initial focus group findings. DSN and BACOE will collaborate to produce a new real time hospitality LMI dataset which will inform the work of the Marketplace stakeholder convenings. At least one Action Team will include development and refinement of the real time hospitality LMI dataset as part of its work during the first year. RIS 20% 0% 0% 0% QS 2 QS 2 QS DSN and Regional Industry Specialist will interview a representative selection of Bay Area employers about their experiences in interviewing and employing youth job seekers. 7/9/13 through 9/30/13 DSN and Regional Industry Specialist 3.2 DSN will produce a report summarizing employers findings on how youth job seekers view the hospitality industry (job vs. career). DSN will bring this baseline data to the initial meetings of the Marketplace stakeholder groups for review and strategy development. RIS 20% 0% QS 2 22

23 3.3 DSN and Regional Industry Specialist will convene a focus group with Career Ladders Project and community college stakeholders to identify barriers to attending/ completing college programs. 7/9/13 through 9/30/13 DSN and Regional Industry Specialist 3.3 DSN will compile initial research findings from the focus group and will bring this baseline data to the initial meetings of Marketplace stakeholder groups for review and strategy development. RIS 20% 0% QS DSN will conduct a survey of the nine community colleges with hospitality programs on internship and job placement systems and results. 7/9/13 through 9/30/13 DSN 3.4 DSN will compile survey results and bring this baseline data to the initial meetings of Marketplace stakeholder groups for review and strategy development. 0% QS 2 23

24 Chancellor s Office California Community Colleges District: West Valley - Mission CCD College: Mission ANNUAL WORKPLAN Grant Number: Objective Number*: 4.0 The DSN will work with representatives of business, labor, and professional trade associations to develop and implement courses and programs to train incumbent workers in the regional industry sector. A key objective is to enable incumbent workers to become more competitive in their region s labor market, increase competency, and identify career pathways to economic self-sufficiency. Sector strategies may be implemented using articulated career pathways or career lattices and a system of stackable credentials. Curriculum will be offered through a variety of methods including credit, non-credit, or contract education depending on the needs of the employer. Activities 4.1 DSN and Regional Industry Specialist will convene a focus group of participants in previous regional industry-led hospitality workforce development projects and programs. Timelines 7/9/13 through 9/30/13 Responsible Person(s) DSN, Regional Industry Specialist Performance Outcomes 4.1 DSN and Regional Industry Specialist will compile a focus group report summarizing key lessons in incumbent worker training. This report will be presented with the baseline data at initial Marketplace convenings of all stakeholders. Deputy Sector Navigator In-Region Investment RIS 80% Metric(s) No. QS 3 LI 1 MP 1 MP 4 MP 6 MP 9 MP 12 MP DSN and Regional Industry Specialist will meet with regional stakeholder partners involved in workforce development design for current hospitality employer needs in Sonoma County; and for the new 49ers Stadium. 7/9/13 through 9/30/13 DSN, Regional Industry Specialist 4.2 DSN and Regional Industry Specialist will compile a focus group report summarizing key elements of current regional partnerships addressing hospitality workforce development. RIS 80% QS 3 LI 1 MP 1 MP 4 MP 6 MP 9 MP 12 MP 27 24

25 4.3 Reports generated from 4.1 and 4.2 7/9/13 through above will be presented along with the 10/31/13 baseline data (3.4) at initial Marketplace convenings of all stakeholders. DSN, Regional Industry Specialist 4.3 At least one Action Team pilot project will address strategies for incumbent hospitality worker training. RIS 80% QS 3 LI 1 MP 1 MP 4 MP 6 MP 9 MP 12 MP 27 25

26 Chancellor s Office California Community Colleges District: West Valley Mission CCD College: Mission ANNUAL WORKPLAN Grant Number: Objective Number*: 5.0 The Deputy Sector Navigator will collect and report data on all required accountability measures working with common metrics and accountability measures, and working with the statewide LaunchBoard initiative. Activities 5.1 In collaboration with SN, DSNs, and BACCC, develop best practices for collecting data on all required accountability measures Timelines 7/9/13 through 6/30/14 Responsible Person(s) SN, DSNs, BACCC Performance Outcomes 5.1 Best Practices will be developed and disseminated to all DSNs, to be utilized in completing required reporting Deputy Sector Navigator In-Region Investment 0% Metric(s) No. QS 1 QS Report data as instructed by the CCCCO 7/9/13 through 6/30/14 DSN 5.2 Data will be collected and input into system per CCCCO 0% QS Attend training to be provided by BACCC on all aspects of the statewide LaunchBoard initiative 7/9/13 through 6/30/14 DSN, BACCC 5.3 Training on all aspects of LaunchBoard will be completed and understood in order to best utilize the system 0% QS 1 QS4 5.4 Mission College will share and promote its experience in pilot testing the CTE Employment Outcomes Project Survey with other Bay Area region community colleges, in coordination with BACCC outreach efforts. 7/9/13 through 6/30/14 DSN, BACCC 5.4 At least 3 presentations will be done during the grant year; formats to be arranged with BACCC. 0% QS 1 QS 2 26

27 27

28 Chancellor s Office California Community Colleges District: West Valley Mission CCD College: Mission Grant Number: APPLICATION BUDGET DETAIL SHEET Funds Requested Funds Requested Object of Expenditure Classification Deputy Sector Navigator $200,000 In-Region Investments $100, DSN Person to be determined 100% $86, Budget Analyst to insure fiscal propriety according to workplan and District fiscal guidelines, fiscal reporting 2110 Program Assistant 53% - assist DSN in setting up travel/conference arrangements, paperwork processing $10,000 0 $28, Student Assistant 18 hours per week $7, Mandatory Fringe DSN [not including Health Benefits]-80% PERS:11.417%, OASDI:6.2%;Medicare:1.45%;UI:1.1%;WC:1.477% Program Assistant [not including Health Benefits] 53% PERS:11.417%, OASDI:6.2%;Medicare:1.45%;UI:1.1%;WC:1.477% $10,145 0 $5, Mandatory Fringe Student Assistant - UI:1.1%;WC:1.477% $ DSN/PA Health Benefits DSN = 80%; PA = 53% Base: $18,050 $27, Non-Instructional Supplies as needed for document processing, document dissemination to regional cohorts, internal expense processing, $2,000 $2, Facilities Rentals for site meetings 0 $5, Travel and Conference: includes conference fees, travel expenses, room rentals, mileage $10,000 $8, Postage for mailings 0 $ Telephone charges for DSN $

29 5910 Dues & Memberships 0 $ Printing documents necessary for DSN meetings with constituents Regional Action Teams contract services for the various constituency groups $500 $4,000 0 $61, Regional Industry Specialist $3,544 $14,288 Total Direct Costs $192,308 $96, Total Indirect Costs (Not to Exceed 4% of Direct Costs) $7,692 $3,846 Total Costs $200,000 $100,000 29

30 Chancellor s Office California Community Colleges District: West Valley Mission CCD College: Mission Grant Number: APPLICATION BUDGET DETAIL SHEET MATCH Object of Expenditure Classification Match 1210 Director Community Education and Business Development EconDev $30, Counselors $5, College/District non-instructional salaries: research analyst, Admissions & Records, Financial Aid, Finance, Human Resources,testing coordinators $35, Facilities maintenance, IS maintenance $20, In-Kind match salary from Santa Cruz WIB $5, Mandatory Fringe: PERs:11.17%;OASDI: 6.2%; Medicare: 1.45%, UI: 1.1%;WC:1.477% STRS: 8.25% $12,000 Budget Analyst Mandatory Fringe: PERs:11.17%;OASDI: 6.2%; Medicare: 1.45%, UI: 1.1%;WC:1.477% STRS: 8.25% $2, Health Benefits [$18,050 base] $9, Non Instructional Supplies, computer supplies, paper, general office supplies $15, Website Setup for Dissemination $10, MC2IT Infrastructure $6, Printing supplies, computer supplies, postage $10, Facilities costs {offices, utilities, phone, etc ] $20, Computer equipment, printers, scanners, copiers, shredders $20,000 Total Direct Costs $200,000 Total Indirect Costs (Not to Exceed 4% of Direct Costs) 0 Total Costs $200,000 30

31 Project Management Plan Mission College has assembled a strong team to support the Bay Area Hospitality Sector Work. Mr. Albert Yu, our Deputy Sector Navigator, contributes his unique combination of industry expertise, national and international college hospitality training and teaching experience, development of new hospitality practices such as social media marketing, and expertise in developing new Bay Area target markets. Ms. Deborah Moy, MA, has 20+ years of experience facilitating and developing innovative training and education partnerships in the hospitality industry, across multiple stakeholders. (See Response to Need.) Mr. Haze Dennis, Chair of the Hospitality Management Department, will mentor Mr. Yu in pertinent community college leadership issues such as articulation with high schools and colleges; student outcomes data tracking; multiple modes of instructional delivery; and unique instructional challenges such as operation of Learn and Earn enterprises). Mission College s Administration will contribute strong support to maintain the integrity of resource administration, data collection, and dissemination. 1. Explain the Deputy Sector Navigator s professional experience in this sector, including direct work experience, specific expertise, existing networks and partnerships; major accomplishments in both the public and private sector work; and recognition or awards that serve as a testimony to subject matter expertise. Mr. Albert Yu has 15 years of experience in the hospitality industry, serving at the Four Seasons, Hyatt, Starwood, Intercontinental, Interstate and a number of other independent hotels and resorts. During the past 10 years he has worked in sales and marketing at the property level. In this capacity he has produced annual and monthly budget and forecast reports, and End of Month Pace reports. He has also developed and maintained a detailed database of sales prospects and clients, which he analyzed to identify productive revenue streams. As a founding member of HTL Management Company, Mr. Yu designed training materials and standard operation procedures that were implemented across the nine hotels managed by the company. Mr. Yu has made great use of online data tracking systems and social media. While at the Crowne Plaza hotel he implemented the use of Google Analytics and the Facebook administrative panel to analyze website visits. During his tenure at the Four Seasons Mr. Yu initiated the hotel s social media presence and assisted in creating companywide best practices for social media. His innovative methods were presented at the annual Director of Marketing conference for the Four Seasons Hotels. He has also employed Web 2.0 applications, such as Linkedin, Surveymonkey, Medallia, Salesforce and Jigsaw. Mr. Yu also developed and conducted training sessions in prospecting and internet business development skills for the sales and catering department. 31

32 Recognition for his work includes the University of Hawaii s Outstanding MBA in Technology Business Night Award (2013); the American Hotel and Lodging Foundation Graduate Scholarship (2012); the Beta Gamma Sigma International Honor Society (2012) and the University of Hawaii International Excellence Scholar (2011). 2. Describe the Deputy Sector Navigator s past successes in creating educational products and/or services that address skills gaps for industry, including but not limited to development and adoption of curriculum (be sure to highlight any experience at the community college level). What were the goals? What were the outcomes attributable to the Deputy Sector Navigator s efforts? While an undergraduate student at Cornell University, Mr. Yu conducted a qualitative research project focused on the Westchester Country Club. After surveying and interviewing the restaurant and banquet staff, Mr. Yu discovered a need for a Wine Service Training Program. As his final project he created the program and conducted the training for the food and beverage staff at the club. The training program aimed to improve the wine service for the members and increase the club s wine sales revenue. At Mission College, Mr. Yu developed the curriculum for the first Hospitality Sales and Marketing class. He also transitioned the Introduction to Hospitality, Hospitality Sales and Marketing, Food, Beverage, and Labor Cost Controls, and Menu Planning classes to an online format through Curricunet. In his online Intro class he developed a podcast that prepares students for job interviews. In his Sales and Marketing class, he works with students to develop online job profiles and instruct them in effective and professional use of social networking tools, complex research searches, employment searches, Wikis, travel bookings, online meetings, cloud storage and document collaboration, social media for marketing, Google analytics, search engine optimization, and online podcast and video creation. The student learning outcomes he developed for his Hospitality Sales and Marketing class have resulted in an 80% success rate during the four times the class was offered in the spring and summer of 2011 and He also has developed a proposal for an online Hotel Fundamentals Certificate program that provides certification from the American Hotel and Lodging Association. M. Yu also participates in Oak Grove High School s Academy of Hospitality and Tourism Industry Mentor program, where he advises students on their future career aspirations and introduces them to Mission College s Hospitality program. His past educational products include a hospitality English and wine training class for hospitality employees in Taiwan, as well as a training course on interview preparation for high school students at Think Tank Learning, an educational development company. Mr. Yu is a member of California s Business Education Statewide Advisory Committee, where business representatives and community college faculty collaborate on best ways to prepare the future workforce to fill industry needs. 32

33 Mr. Yu also sits on the National Restaurant Association s ManageFirst Exam Development Committee where he creates exam questions for the program s certification classes, which include Bar & Beverage Management, Food and Beverage Management, Customer Service, Hospitality HR Management, Hospitality & Restaurant Management, and Hospitality & Restaurant Marketing. He was recently selected to join the Marriott Family Foundation s China Hospitality Education Initiative to assist with developing faculty training and hospitality management curriculum for the hospitality education industry in China. Mr. Yu is focusing on developing a set of podcasts and videos that aim to teach Mandarin speakers conversational hospitality English. 3. Describe how the Deputy Sector Navigator has taken a leadership role in creating a vision, identifying opportunities, and acquiring resources to organize crossorganizational and cross-functional teams to achieve a common set of goals. During his role as a member of the University of Hawaii s Graduate Business School Association, Mr. Yu formed partnerships with local organizations including the Hong Kong Business Chamber of Commerce, Pacific Asia Travel Association, and Honolulu Chinese Jaycees to organize educational events and networking opportunities. As a board member of the Net Impact chapter at the University of Hawaii, he developed relationships with local sustainable businesses to organize educational presentations and volunteer opportunities. As chair of the Industry Advisory Board for Mission College s Hospitality program, Mr. Yu led the board in its efforts to ensure that the curriculum reflects the latest industry trends, topics, and managerial training needs. One example of this is evident in the curriculum changes to address the needs of the industry, such as a culinary, baking and pastry, and hotel management certificate program. During his tenure as the President of the Northern California Cornell Hotel Society ( ) he conducted qualitative research to determine the types of educational and training events that would benefit alumni working in the local industry. As a result, he organized the first Northern California Hospitality Investment Forum, featuring a panel of industry leaders discussing economic and hotel investment trends and what future opportunities the industry can expect. This annual event is now in its fifth year. In 2009, he founded the Northern California chapter of the Chinese Hoteliers Association. After conducting focus group research at annual conventions, Mr. Yu created and led training in marketing and revenue management. He also collaborated with Chinese owners to create a set of best practices that hotels should use in order to effectively cater to the growing number of tourists from China. The U.S. Travel Association has reported that China is the fastest-growing inbound market for California, spending $1 billion in the state in The U.S. Department of Commerce estimates that the number of Chinese tourists visiting the U.S. will grow by 33

34 232% between 2010 and An April 2013 report by the U.N. Word Tourism Organization states that Chinese tourists spent $102 billion on international tourism in 2012, making them the highest spending international travelers in the world. Mr. Yu s valuable knowledge of the expectations of visitors from China has positioned him to help employers and colleges design classes and trainings to address this new and growing sector of business. 4. Describe the Deputy Sector Navigator s experience in outcome-centric environments/projects with strong emphasis on data collection performance baselining, measurement, reporting and analysis. Mr. Yu has participated in research projects involving writing, collecting, and analyzing surveys and results of qualitative research. He completed an independent study on Training for Expatriate Managers in Taiwan as an undergraduate and designed a training program based on the results of a survey conducted concerning the selection, training, performance evaluation, and career planning for expatriate managers. As a graduate research assistant at the University of Hawaii during the spring and summer of 2012 for a research paper titled Is It Time for Global Brand 3.0?: The Case of Online Global Branding in China., Mr. Yu conducted extensive coding and completed the netnography of globally branded websites and corporate sponsored Facebook pages; and analyzed this data to identify the global branding strategies being utilized. Mr. Yu s Master s Certificate in Education from California State University, East Bay consisted of 4 courses providing a thorough knowledge of the pedagogy of online teaching, teaching models, technology tools including online data tracking systems, and designing curriculum for online classes. 5. Describe how the Deputy Sector Navigator will manage the project in order to leverage personnel, in-kind funding and network connections for project success. The Deputy Sector Navigator will become part of a well-experienced, proven management team, as indicated on the Organization Chart below. Mission College and the West Valley-Mission CCD have a proven track record and strong commitment to the mission of workforce and economic development, and have hosted and supported numerous WED centers, initiatives and grants. The Retail Hospitality/Tourism Deputy Sector Navigator program and its objectives will have unanimous support of the Chancellor, district staff, President, administration, faculty and staff. The Chancellor and college President work closely with the colleges on grants and strategic initiatives. Monthly meetings of all District managers provide the venue for the Deans and Directors to receive information about District priorities and provide updates on their grant activities as well as discuss strategic directions. The District ViceChancellor reviews and approves quarterly grant expenditure and progress reports before they are submitted to the state System Office. 34

35 At the college level, the Workforce & Economic Development Unit is organized in a manner to increase the college s capacity to effectively respond to the economic and workforce needs of the region. Workforce and economic development is driven by the President s Office and her executive team. The VP of Administrative Services works with the District to cover all of the overhead and general operating costs of our WED centers which means that the DSN grant will not have to pay for any facilities, utilities, equipment or other infrastructure needed for daily operations. The VP of Instruction provides support, guidance and expertise needed for instructional innovation and development of courses and programs. The Director of Economic Development coordinates all the support for the various initiatives to ensure that regional goals and objectives are met. This support includes providing direct access to the Grants Financial Analyst and the Director of Research. The position also orchestrates grant and college activities related to WED and CTE to create synergy and maximize the college s capacity to serve the region. At the project level, the DSN will work closely with and leverage the expertise and resources of other project directors and their initiatives. A Regional Industry Specialist with industry sector subject matter expertise will work with the DSN to provide high quality technical assistance and services to regional colleges and partners related to the development of pathways for the sector and regional curriculum and program alignment. The Hospitality Management Department chair will mentor the DSN in all aspects of administering and teaching college hospitality/culinary programs. A Program Specialist will provide administrative and clerical support to the DSN and project. Together this core DSN team will leverage the college s Hospitality Management Program and catering operations and tap into the local network of industry and community partners to develop sector strategies for the region. The core team will also receive support and leverage the college s extensive WED & CTE network of staff, services and assets. The DSN team will reside with the Workforce & Economic Development Unit that is centrally located together in the same wing that includes office space for each initiative, the President, the Research Office, Human Resources, and a shared business center, conference room and break room. 35

36 Organizational Chart 36

37 Albert Benjamin Yu Saraglen Drive Saratoga, CA EDUCATION University of Hawai i at Mānoa, Shidler College of Business Honolulu, HI Candidate China International Master of Business Administration May 2013 Graduate Business School Association - CIMBA representative formed partnerships with local organizations including the Hong Kong Business Chamber of Commerce, Pacific Asia Travel Association, and Honolulu Chinese Jaycees to organize educational events and networking opportunities between the organization and students of the business school Net Impact - Board Member developed relationships with local sustainable businesses to sponsor educational presentations and volunteer events California State University, East Bay Hayward, CA Master s Certificate Online Teaching and Learning March 2011 Completed a 4 course Master s Certificate program providing a thorough knowledge of the pedagogy of online teaching and learning, teaching models, technology tools, including online data tracking systems, and designing curriculum for online classes Created online versions of Introduction to Hospitality and Hospitality Sales and Marketing that I now teach at Mission College Developed a proposal for an online Hotel Fundamentals Certificate program composed of 6 online classes Cornell University Ithaca, NY Bachelor of Science, Hotel Administration May 1998 In the Training in the Hospitality Industry course, after conducting qualitative research and interviewing the restaurant and banquet staff at the Westchester Country Club, I found a need for and developed a Wine Service Training Program for the food and beverage staff that I subsequently delivered at the Westchester Country Club one weekend as the final product of the course. The goals of the training program were to not only improve the wine service for the members of the club, but also to increase the club s wine sales revenue. AWARDS/HONORS University of Hawaii Outstanding MBA in Technology Business Night Award American Hotel and Lodging Foundation Graduate Scholarship Beta Gamma Sigma International Honor Society University of Hawaii International Excellence Scholar Cornell University, Theta Delta Chi-Beta Charge, Timmerman Memorial Scholarship

38 GRANTS/FELLOWSHIPS Marriott Family Foundation China Hospitality Education Initiative 2013 The program s goal is to annually provide tens of thousands of young people in China the opportunity to enhance their hospitality education so they can take advantage to career opportunities in their country s booming travel & tourism industry. This initiative brings together hospitality management faculty from the United States and Asia to focus on developing curriculum and training focused on several key needs that have been identified by schools, industry, and various governments in China. These needs include supporting faculty training and development programs and experiences; developing conversational hospitality English and other curricula; and creating professional development opportunities for students, ranging from internships and work experiences to site tours and guest speakers. I am assisting with developing conversation hospitality English and other curricula and researching what the most successful practices are in teaching conversational English to Chinese students in collaboration with other educators, industry and Chinese government. Business Education Statewide Advisory Committee (BESAC) Faculty Conference Grant 2011 BESAC s mission is to be the forum for businesses to communicate their desires and expectation for the workforce and collaborate with community college faculty in providing programs that meet those needs. The primary objectives of Business Industry Collaborative (BIC) Statewide Business Mini-Grants are to: (1) develop new and/or revise curriculum, (2) provide staff development opportunities, (3) promote student activities, and (4) have a statewide impact on Business Education. TEACHING EXPERIENCE Le Cordon Bleu College of Culinary Arts Scottsdale, AZ Adjunct Faculty- Online February 2013-present Teach Hospitality Sales Management and Club Management classes for the Online Bachelor s Program in Culinary Management and Hotel and Restaurant Management Associate s Program Faculty Development consisting of professional development activities and 6 annual online training sessions covering online teaching, career placement, and industry needs Mission College Santa Clara, CA Adjunct Faculty January present Courses taught: Introduction to Hospitality developed a podcast for students that prepare them for job interviews, Hospitality Sales and Marketing work with students in developing online Linkedin.com and VisualCV.com job profiles and how to utilize them as professional networking tools to assist them with the job preparedness and marketability instead of just a social media tool; Menu Planning, Hotel and Restaurant Accounting classes all provide American Hotel and Lodging Association certification Developed and launched Hospitality Sales and Marketing curriculum to include training materials from my industry experience that I have both received and conducted; curriculum also includes learning internet tools for business applications that the current workforce needs such as complex research searches, employment searches, Wikis, travel bookings, 38

39 online meetings, cloud storage and document collaboration, social media for marketing, Google analytics, search engine optimization and online video creation; Tools are intended to give students pertinent skills needed in today s work environment Transitioned Introduction to Hospitality; Hospitality Sales and Marketing; Food, Beverage, and Labor Cost Controls; Menu Planning; and Hotel and Motel Front Office online; first classes being offered online through Mission s Hospitality Management department Developed a set of student learning outcomes for Introduction to Hospitality and Hospitality Sales and Marketing and tracked the progress each semester with report submissions over the past two years Chair of Industry Advisory Board Recruited local industry leaders and developed relationships with local industry companies to form a Hospitality Industry Advisory Board; Planned agenda and bi-annual meetings with the board to discuss program objectives, strategies, new curriculum development, and internship opportunities for students; solicited board s support for our transition and Grand Opening of the new building; worked with board to identify workforce gaps and as a result we have initiated a culinary, baking and pastry, and hotel management certificate program Served on Distance Learning Committee assisted with developing new Distance Learning Handbook for the school Oak Grove High School Academy of Hospitality and Tourism participate in Industry Mentor Program, outreach efforts to familiarize high school students with Mission s Hospitality program Took students on tours of local hotels and businesses, developed relationships with local companies to assist them with recruiting efforts including Joie De Vivre Hospitality, The Plaza Suites, Fairmont San Jose, and Hyatt Santa Clara Partnered with local businesses to have guest speakers come to my classes, a number who return every semester including the Fairmont San Jose, Great America, and the Santa Clara Convention and Visitor s Bureau Think Tank Learning Cupertino, CA Tutor/Interview Consultant January 2006-present Tutored high school students in English, SAT preparation, and interview coaching Developed SAT Reading, Essay Writing, and Grammar curriculum Developed interview training program for job and college admission interviews Utilized online database to track and manage students college application process International Culinary Center Campbell, CA Instructor October 2010 June 2011 Courses taught: Restaurant Operations, Guest Services Management, Casino Operations Worked with career services office to identify skills needed to prepare our students for the workforce and integrated resume writing and interview skills into my course curriculum Collaborated with other faculty to implement Dining Experience Scorecard into curriculum San Jose State University Guest Lecturer Introduction to Hospitality Management, Hospitality Marketing, Finance in Hospitality Assisted professors with developing curriculum pertinent to the needs of the industry 39

40 Cornell University Teaching Assistant Introduction to Wines Course Ithaca, NY Spring 1997/1998 ELSI English Schools Taipei, Taiwan Hospitality English Trainer Winter/Summer Developed wine tasting and service course for Hospitality Employees Developed Hospitality English curriculum and certification for Hospitality Employees Trained employees of Fortune 500 corporations in Business English Milton Academy Chinese Instructor Taught the Chinese Level 1 class for 12 weeks during the spring semester Milton, MA Spring 1993 PUBLICATIONS AND PRESENTATIONS Shenzhen Bauing Construction Group Co., Ltd. Luxury Hotels in China and Emerging Trends hired to give a training session for Chinese company s employees on luxury hotel management and how luxury hotels can most effectively cater to Chinese guests April University of Hawaii at Manoa 2nd Conference on Taiwan Studies Training for Effective Expatriate Managers in Taiwan presenter, Honolulu, HI April Yu, Albert, Santos, Jocelina and Yen, Tsu-Hong, Utilizing the Dining Experience Scorecard in Restaurant Management, unpublished research paper, submitted to Journal of Hospitality and Tourism Education, July Four Seasons Sales Training Prospecting Skills and Utilizing Social Media Tools conducted 2 training sessions for the sales team at Four Seasons Palo Alto August RELATED PROFESSIONAL EXPERIENCE Horwath Hospitality San Rafael, CA Director of Sales and Marketing/Associate October 2009 August 2011 Oversaw sales and marketing department of Lighthouse Lodge and Suites (127 rooms) in Pacific Grove, CA and Hotel Pacific (105 rooms) in Monterey, CA Founding team of HTL Management company, developed sales and marketing training materials and standard operating procedures that were implemented at all 9 hotels we managed Assisted with hotel listings, receivership assignments, and new hotel management contracts Implemented the use of Google Analytics and Facebook administrative panel to track and analyze online data of visitors to websites and Facebook Fan Pages of hotels Utilized SurveyMonkey.com to create and publish online surveys for guests about their hotel experience and analyzed results graphically and in real time online Prepared, submitted, and presented regular sales revenue and forecast reports to owners 40

41 Four Seasons Silicon Valley Palo Alto, CA Group Sales Manager May 2008 September 2009 Responsible for Stanford, Dallas, Asia Pacific, LA, and Silicon Valley markets for groups with 10 or more rooms Tracked lead sources and developed revenue, forecast, and lead source reports monthly Developed and conducted training sessions in prospecting and internet business development skills for sales and catering department, utilizing tools such as Linkedin.com and Jigsaw.com These innovative strategies were shared on a company wide basis for all 180 hotels at the Director of Marketing conference Utilized Medallia.com, an online guest-feedback and recovery system providing web dashboards and analysis modules, hotel-focused guest feedback reports, and collaborative guest recovery and integrated customer care; feedback solution for group business; and benchmarks guest satisfaction against competition at the property level; and hotel usage and behavior study Initiated company s social media presence on Facebook and Twitter as the pilot hotel with these social media accounts. Contributed to developing hotel and company-wide Social Media best practices and standards of operations Crowne Plaza Downtown San Jose San Jose, CA Senior Sales Manager June 2007 April 2008 Achieved 212% of 2007 revenue goal Participated in Meeting Professionals International, Society of Government Meeting Professionals, California State Association Executives, Silicon Valley Concierge Association, Cornell Hotel Society, and Hospitality Sales and Marketing Association International Master Connection Associates Sales Training Mastering Sales Productivity I + II Collaborated with sales managers in the entire company with developing referral program and sales technique manual Implemented the use of Google Analytics and Facebook administrative panel to track and analyze online data of visitors to websites and Facebook Fan Pages of hotels Proposed company wellness program to promote work/life balance The Plaza Suites Santa Clara, CA Sales Manager January 2005 May 2007 Responsible for SMERFE, Association, Government, Sports and Entertainment, and Tour and Travel market segments with a focus on increasing weekend business Increased market segment by 230% in 2005 from 2004 rooms revenue Worked with Santa Clara CVB and other local hotels in developing strategies to promote the destination Utilized Saleforce.com, an online Customer Relationship Management sales database to track and analyze hotel s clients and revenue breakdown by market segment Developed training manual for sales department Trained new employees in sales department 41

42 Starwood Hotels and Resorts Millbrae, CA Sales Manager September 2003 December 2004 Responsible for Corporate and Government group accounts with 10 or more rooms Complete coordination and servicing of conferences and seminars ranging from 10 to 700 attendees Participated in Six Sigma training and developing company-wide best practices for more efficient operations, reduced costs and increasing revenue through monitoring and analyzing company standards of operation Arena Exhibits San Francisco, CA Account Executive October 2000 August 2003 Consulted companies on their trade show marketing strategy with an emphasis on exhibit design and selection Developed telemarketing training materials for new hires, trained new telemarketers Attended events at Moscone Center regularly and trained startup companies in maximizing their ROI from tradeshow attendance Hyatt Regency Grand Cypress Orlando, FL Room Service Assistant Manager May 1998 September 2000 Supervised staff of 75 order takers, servers, and bussers; responsible for hiring and training of new staff Revised department training manuals Conducted wine service and sales training to Room Service department Managed 24x7 room service operation, overseeing in-room service, private butlers, guest amenities, and private hospitality functions RESEARCH EXPERIENCE University of Hawaii at Manoa Shidler College of Business Honolulu, HI Graduate Research Assistant March 2012-August 2012 Assisted Dr. Dana Alden and Dr. Qimei Chen in the Marketing department with research paper titled: Is It Time for Global Brand 3.0?: The Case of Online Global Branding in China. Performed qualitative research in order to develop most effective social media strategies companies should utilize Conducted extensive coding of corporate sponsored websites and Facebook pages to identify the extent of GB 1.0 to GB 3.0 strategies global companies in China utilize online Completed netnography of globally branded websites to analyze current branding strategies Utilized Surveymonkey.com to survey global corporations on their social media strategies 42

43 LANGUAGES Fluent in Spoken Mandarin Chinese, Intermediate Reading and Writing MEMBERSHIPS, ASSOCIATIONS, CONFERENCES National Restaurant Association - ManageFirst Exam Development Committee Developed questions for final exams for Bar & Beverage Management, Food & Beverage Management, Customer Service, Hospitality Human Resources Management, Hospitality and Restaurant Management, Hospitality & Restaurant Marketing all part of the ManageFirst Program, a management development program providing students with key competencies to advance their management careers that was created to address needs voiced by industry members and educators. Students earn a certificate for passing these exams. Northern California Chinese Hoteliers Association Co-Founder Founded a Northern California chapter of Chinese hotel owners to create a professional networking association in the industry to provide support for members, contacted Southern California Headquarter Chapter to identify potential members in Northern California Organized a focus group at the annual convention to identify the most pertinent needs and resources of Chinese hotel owners in California in order to establish key objectives for the organization Created and led a training session for Chinese hotel owners in Hotel Marketing and Revenue Management Collaborated with Chinese owners throughout California to develop a standard set of best practices to cater to tourists from China applicable to all hotels Cornell Hotel Society President, Northern California Chapter Led Northern California Alumni Association with planning regular events, and facilitating regional networking with alumni Conducted qualitative research to determine sort of educational and training events members needed most Organized first Northern California Hospitality Investment Forum a panel discussion of industry leaders discussing economic and hotel investment trends and what future investment opportunities the industry can expect. Event has been held on an annual basis for the past 5 years Worked with the Cornell Hotel School to organize educational alumni events in the Bay Area featuring faculty from the Cornell Hotel School that is pertinent to needs of alumni industry leaders California Lodging Industry Association Accompanied students to free conference and also set up a table exhibit to promote Mission College s Hospitality Program at the Conference s Hospitality Education Expo Society of Government Meeting Professionals Meeting Professionals International

44 Organization of Chinese Americans Silicon Valley Concierge Association Hospitality Sales and Marketing Association International Association of Administrative Assistant Professionals Santa Clara Convention and Visitor s Bureau REFERENCES W. Haze Dennis Department Chair Hospitality Management Mission College 3000 Mission College Boulevard Santa Clara, CA Haze.dennis@wvm.edu Dr. J. Bruce Tracey Associate Professor/Editor Cornell Hospitality Quarterly Cornell University School of Hotel Administration 544 Statler Hall Ithaca, NY Jbt6@cornell.edu Dr. David Bess Chair and Professor of Management University of Hawaii at Manoa Shidler College of Business 2404 Maile Way, Room C-402d Honolulu, HI hbess@hawaii.edu Joy Kehaulani Garcia Director of Event Management San Mateo Marriott 1770 S. Amphlett Boulevard San Mateo, CA (fax) joyg@marriott-sanmateo.com 44

45 April 26, 2013 California Community Colleges 1102 Q Street, 3rd Floor Sacramento, California Re: Hospitality Sector Deputy Sector Navigator Grant, RFA Identification: Retail Hospitality/Tourism/Learn and Earn Dear California Community College Chancellor s Office, We The Plaza Suites are pleased to write this letter of recommendation for Albert Yu, the Deputy Sector Navigator for West Valley-Mission Community College District s proposal for the Hospitality Sector Deputy Sector Navigator Grant, RFA Identification: Retail Hospitality/Tourism/Learn and Earn. The Plaza Suites is located in the heart of Santa Clara, CA and is an all-suite hotel that features 219 newly renovated upscale two-room guest suites. Mr. Yu is an excellent choice for Hospitality Deputy Sector Navigator. As a hospitality management instructor at Mission College, Mr. Yu s effectiveness as an instructor and preparing his students for the industry is clearly evident from my experience with one of his students he referred to the Plaza Suites for employment as a front desk associate. The young lady he graciously recommended for employment served as an outstanding employee for the hotel. She was dedicated, hard-working, motivated and utilized many effective guest service skills that she learned from Mr. Yu s class. She would always make a point to use guest s names and anticipate their needs and talked about how Mr. Yu shared with her in class many of his customer service techniques he learned from his employment at the Four Seasons. There was a clear distinction in her knowledge and ability to deliver excellent service to our guests compared to our other front desk associates who didn t have a background in hospitality education. Mr. Yu s excellent industry track record enables him to design effective curriculum that speaks directly to employer needs. Not only did Mr. Yu work for me as a sales manager at the Plaza Suites many years ago, but I ve also had an opportunity to observe him in the classroom when he invited me to be a guest speaker in his class. I am very familiar and aware of his excellent sales techniques where he more than doubled the revenue in his market segments while he worked at The Plaza Suites and I saw how he was able to share his skills and pass them on to his students in the classroom. He is an excellent public speaker and the perfect person to bridge the gap between hospitality education and what the industry needs. In addition to being knowledgeable about the entire industry, outstanding service, and sales and marketing techniques, he is also very well 45

46 versed in technology and the latest social media marketing techniques. We are grateful he has been able to continue to contribute to the success of the Plaza Suites by providing us with his students for employment who have been a great asset to the hotel. We look forward to working with Mr. Yu in his new position as Hospitality Deputy Sector Navigator. Please feel free to contact me at or bpatel@theplazasuites.com if you have any questions. Sincerely, Bond Patel Director of Corporate Sales 46

47 April 26, 2013 California Community Colleges 1102 Q Street, 3rd Floor Sacramento, California Re: Hospitality Sector Deputy Sector Navigator Grant, RFA Identification: Retail Hospitality/Tourism/Learn and Earn Dear California Community College Chancellor s Office, We, Late Night Option L.L.C. are pleased to write this letter of recommendation for Albert Yu, the Deputy Sector Navigator for West Valley-Mission Community College District s proposal for the Hospitality Sector Deputy Sector Navigator Grant, RFA Identification: Retail Hospitality/Tourism/Learn and Earn. Late Night Option L.L.C. is located in Berkeley and is the premier late night delivery service. We focus on a very specific niche market, delivery from 6pm-4am to the UC Berkeley students as well as surrounding residents. Mr. Yu is an excellent choice for Hospitality Deputy Sector Navigator. In his position as an instructor at Mission College, Mr. Yu has delivered effective college classes, specifically Hospitality Sales and Marketing that enabled our business to diagnose inefficiencies in our marketing strategy. With the information and skills taught through Mr. Yu s curriculum, my business was able to carefully determine effective strategies for the various market segments that exist. He then spent extra time and effort to help develop a clear and focused marketing strategy that increased sales within a week s time frame. My revenue increased 30% over the first month and has been trending up since. Mr. Yu s excellent industry track record enables him to design effective curriculum that speaks directly to employer needs. In his Hospitality Sales and Marketing class he went over strategies to utilize Social Networking sites such as Facebook and Twitter to market your business and implementing what taught has positively affected my business. I also learned about online cloud storage sites like dropbox.com and box.net as well as document collaboration tools like Google docs, Zoho, and Yammer from Mr. Yu s class. We have started using dropbox.com and Google docs to and it has helped increase the efficiency of our business operations tremendously. Some of the other specific things I implemented as a result of what I learned from Mr. Yu s class include giving out free drink coupons, raising prices for certain menu items, 47

48 and offering certain highly profitable menu items. In addition to the foundations of sales and marketing, he has led the way in introducing and implementing new, strategic industry techniques such as utilizing Google analytics for our website and doing an analysis of our revenue to determine which items were the most profitable and developing effective marketing campaigns directed at certain student groups. We were also able to analyze which periods of time were the slowest for our business and offer specials during these slow times to increase business when we needed it most. His innovative thinking has resulted in improved overall revenue as well as a more directed marketing campaign that yields a higher return. His methods have also helped build Late Night Option L.L.C. into a stronger brand with greater customer awareness and loyalty. Mr. Yu s thorough grasp on new technologies in conjunction with industry expectations has truly given him a rare insight on the intricacies of applying those tactics to the improved success of Late Night Option L.L.C. As an instructor, Mr. Yu did an excellent job in providing a well-organized curriculum that challenged students. The class structure was extremely well thought out and helped students gain insight and knowledge about the hospitality industry. Mr. Yu gave clear expectations of class requirements and was a catalyst to the learning experience by relating all coursework to applicable real world situations. This was the most effective means of learning and truly allowed students to immerse themselves with the material. We look forward to working with Mr. Yu in his new position as Hospitality Deputy Sector Navigator. Please feel free to contact me at or shsiao@gmail.com if you have any questions. Sincerely, Steven Hsiao Founder and Owner Late Night Option L.L.C. 48

49 April 25, 2013 California Community Colleges 1102 Q Street, 3rd Floor Sacramento, California Re: Hospitality Sector Deputy Sector Navigator Grant, RFA Identification: Retail Hospitality/Tourism/Learn and Earn Dear California Community College Chancellor s Office, We, the San Mateo Marriot San Francisco Airport, are pleased to write this letter of recommendation for Albert Yu, the Deputy Sector Navigator for West Valley-Mission Community College District s proposal for the Hospitality Sector Deputy Sector Navigator Grant, RFA Identification: Retail Hospitality/Tourism/Learn and Earn. Albert worked in my department as a sales manager while I was the Director of Sales and Catering at the Four Seasons Silicon Valley. In my 20 years in the hospitality industry, Albert certainly stands out as one of the top performers I have encountered in my career. The San Mateo Marriott is centrally located to both San Jose and downtown San Francisco and has 476 guest rooms and 22,000 square feet of meeting and event space. Albert made a strong impact to the Sales and Catering team as soon as he joined. Albert is a consummate sales professional and it shows in his track record of success. He introduced the hotel to a number of his contacts in the community and penetrated many existing and new accounts. He is a remarkable networker and has an uncanny ability to influence decision makers. He consistently won both departmental and company-wide prospecting contests and was a leader in achieving his sales goals. Albert is an excellent choice for Hospitality Deputy Sector Navigator. In his position as Group Sales Manager at the Four Seasons, he took a leadership role in the department and prepared a training session for the sales team on prospecting and using social networking tools to develop business that enabled our sales and catering team to increase our number of prospecting calls by over 50% in the following quarter, resulting in an increase of over 20% in sales revenue for the remainder of the year. 49