Abstract
Need for the study. In a nation of two hundred and twenty-five million citizens there are presently four culinary schools. Many of these citizens are spending a larger percentage of their disposable income for the consumption of food away from the home. The American foodservice industry is desperately attempting to satisfy the demand for high quality, nutritious food but is faced with a shortage of trained chefs and culinarians. In addition, the immigration of European chefs to America has stopped, American consumers are leaving the fast food resturants in favor of "atmosphere" restaurants, and foodservice apprenticeships have never gained popularity in the United States. At present the existing United States culinary schools are unable to satisfy the demand for graduates. Many students are lured away to the foodservice industry prior to graduation. Conversely, we find many students on waiting lists for enrollment in these culinary schools. This study has recognized the need for more culinary schools and recommends procedures for effectively satisfying this need. Purpose of the study. This study was undertaken to identify those successful strategies employed in the establishment of culinary schools in the United States. Many of the findings should be of value to administrators and others who are interested in training students for a career in foodservice by establishing a culinary institution beyond the level of the community college. Methodology. Based upon information gained from a review of the literature, personal interviews, and an examination of all publications of the existing culinary schools, a questionnaire was developed. This instrument was used to survey the administrators of America's culinary schools. All four schools participated in the study. A descriptive research design was selected because the major objective was to determine strategies employed in the establishment and maintenance of existing culinary schools. The five-part instrument covered the major problem areas of establishing an institution and was analyzed to determine strategies common to the four schools. Conclusions. Conclusions can be drawn from the data derived from this survey in the areas of (a) curriculum, (b) faculty, (c) funding and tuition cost, (d) enrollment, and (e) organization and administration. In brief, a newly established culinary school should: pattern its first curriculum after another successful program; establish an effective advisory board; recruit faculty from candidates who are graduates of a culinary school and have had several years of experience in the American foodservice industry; be aware of the need for change to keep abreast of the contemporary needs of society; maintain a close liaison with the foodservice industry; and organize channels of funding to finance the capital needs of the institution. Recommendations. The data from this study suggest an appropriate "mix" in establishing the curriculum of lectures and laboratory classes, class size, and duration of program. Annual tuition should be approximately $5,000 (in 1980 dollars). Initial funding should be sought from foundations, trusts, and the foodservice industry through a development office headed by respected individuals with a fine foodservice reputation. National accreditation should be established and a position forged within the foodservice industry to enable the new school to participate in research and development on behalf of the industry. The results of this investigation give reliable data on the strategies employed in establishing a culinary school in the United States. Those groups or individuals interested in investigating the establishment of such a program in their region should conduct a personalized feasibility study to reduce the risk of error.