Annual Report 2005-2006

QUALITY ASSURANCE AND ACCREDITATION
PROJECT
FACULTY OF TOURISM AND HOTEL

MANAGEMENT
HELWAN UNIVERSITY
SECOND ANNUAL SELF EVALUATION REPORT
(2005-2006)
CONTENTS
ITEM PAGE NUMBER

Acknowledgement 3
Institutional information 4
Structure of the QAAP unit 5
Preambles 6 - 12
1- Mission and vision 13-17
2- Governance and administration 18-29
3- Faculty staff Members 30-42
4- Educational programmes 43-52
5- Academic standards 53-90
6- Quality of learning opportunities 91-105
7- Quality management 106-114
8- Research and other scholastic activities 115-121
9- Community involvement 122-128
10- Consolidated development plans 129-141
2
ACKNOWLEDGEMENT
On behalf of the faculty of Tourism and Hotel Management, the

faculty's QAAP unit expresses its sincere thanks and gratitude to Helwan
University for the continuous efforts it pays to improve the quality of services it
provides and its deep interest in development and innovation.
Thanks are further extended to Professor Doctor Ahmed Abd El Kerim

Salama, Deputy-Chair for Research and Post Graduate Studies, Professor
Doctor Mohamed Ghars El-Din, Development project manager and Professor
Doctor Ahmed Sharaf El Din, Manager of the Quality Center for their
encouragement, support and assistance all along the way.
Thanks are also due to a number of key persons in the national

committee, on the top of whom are Professor Doctor Salwa Baiomy,
Professor Doctor Kamal Emam, Professor Doctor Hala Salah El-Din,
Professor Doctor Hanaa Abd El-Hakim and Professor Doctor Amany Khalifa
for all the time and effort they paid to facilitate the accomplishment of this
report.
Finally, thanks are due to members of the faculty's QAAP unit for their
sincere persistence to achieve the goal on time. Thanks are also due to the
faculty's management, the faculty's academic and non-academic staff
members, students, tourism stakeholders and representatives of tourism
organizations for their co-operation with us towards fulfilling our objected
target.
Dean Project director

Head of steering committee Unit's Manager
3
INSTITUTIONAL INFORMATION
Name of the institution Faculty of Tourism and Hotel Management

Telephone/ Fax. 02/23647729
Address of the institution 1 Abd El-Aziz Al Saoud st. Manial
Website www.Helwan.edu.eg
Contact person Prof. Dr. Wesal Abou Alam
Title of contact person Vice-Dean for community services and
environmental development – Manager of the
QAAP unit.
Mobile of contact person 0123858661
e-mail of contact person Wesal_alam@hotmail.com
4
STRUCTURE OF THE QAAP UNIT
Committee Name and/or position of person in charge
Steering committee (CHAIR)

Prof. Dr. Ali Omar Abd Allah
Dean of the Faculty of Tourism and Hotel Management.
(PROJECT MANAGER)
Prof. Dr. Wesal Abu Alam
Vice-Dean of community services and environmental
development
1- Vice-Dean for Education and Students' Affairs.
Board of Directors 2- Vice-Dean for Graduate Studies and Research.
3-Vice-Dean for Community Services and
Environmental Development.
3- Registrar.
4- Representative of the students' union.
CORDINATORS
Academic committee 1-Head of Hotel Management Department.
2-Head of Tourism Guidance Department.
3- Head of Tourism Studies Department.
ASSISTANT COORDINATORS
1- Dr. Ahmad Fawzy - Hotel Management Department.
2- Ass. Prof. Dr. Khaled El-Anany - Tourism Guidance
Department.
3- Ass. Prof. Soha Abd El-Wahab - Tourism Studies
Department.
Media and training Dr. Abeer Amin Abd El-Wahab
committee (Tourism Guidance Department)
Research committee Ass. Prof. Nahla Osama Nassar.
(Tourism Studies Department)
Reporting committee Dr. Nashwa Samir El-Sherif Ibrahim.
(Tourism Studies Department)
Clerical and financial Unit's secretary.
committee Unit's accountant.
5
PREAMBLE
6
THE EVOLUTION OF TOURISM EDUCATION IN EGYPT
Tourism education first started in Europe by the middle of the 19th

century and with the beginnings of the twentieth century many tourism
schools and institutions were developed. In Egypt, tourism education started
taking place in 1962 with the establishment of two institutions one of which
offered a two-year diploma in tourism while the other offered a three-year
diploma in hospitality management. Besides, a training center that offered a
three-year diploma either in hospitality or in catering was also established.
Enrollment in both the tourism and hospitality institutions was open for
graduates of universities and higher education institutions on condition that
they fulfill the requirements of enrollment. In that respect, applicants to both
institutions were subject to personal interviews held specifically to test their
linguistic capabilities as well as their suitability for working in the tourism and
hospitality industries.
By the end of the year 1967, The Ministry of Tourism established a

hospitality training school in collaboration with The Ministry of Education.
However, such dualism in the supervision of tourism remove extra space
educational bodies between The Ministry of Higher Education and Ministry of
Education soon proved to be unreasonable and hence, the newly-established
hospitality school became part of the pre-established hospitality training
center under the domain of Ministry of Higher Education.
More recently, Ministry of Higher Education established an institution

for tourism and another for hospitality offering a four-year bachelor degree.
The former institution - known as the "Higher Institution for Tourism" -
included two sections one for Tourism Studies and the other for Tourism
Guidance, while the latter - known as the "Higher Institution of Hospitality" -
included only one section for Hospitality Management. Enrollment in both
institutions was open for holders of the high school degree on condition that
they successfully pass the personal interview set by the institution. Work
started in both institutions in the academic year 1968 -1969 and this was
believed to be the first step on the path of academic tourism education in
Egypt.
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Since Helwan University was established in the year 1975, the Higher
Institution of Tourism and the Higher Institution of Hospitality integrated
together under its umbrella into one educational body known until today as the
"Faculty of Tourism and Hotel Management" - which is believed to be the first
in the Middle East – offers three academic programs for the bachelor degree:
Tourism Studies, Hotel management, and Tourism Guidance. As for the pre-
established hospitality training center, it has been changed to a two-year
technical institution open for applicants who have a high school degree and
are looking forward to having a technical diploma in tourism.
Later on, the Supreme Council of Universities (SCU) approved the

establishment of a number of tourism and hotel management faculties all over
Egypt. These are:
• Faculty of Tourism and Hotel Management – University of
Alexandria (1983).
• Faculty of Tourism and Hotel Management – Cairo University in
Fayoum (1994)
• Faculty of Tourism and Hotel Management – University of Menia
(1998).
• Faculty of Tourism and Hotel Management- Suez Canal
University (1995).
• Tourism Guidance department, Faculty of Arts, Ein Shams
University (1996).
• Faculty of Tourism and Hotel management – University of
Monofeia (1997).
• Faculty of Tourism and Hotel Management, Mansoura University,
(2006).
In addition, about twelve private tourism higher institutions have been

evolved. Besides, a number of private universities and academies have
established specific departments and/or faculties for teaching tourism and
hotel management like the University of 6th of October, Sadat Academy and
the Arab Academy for Maritime Transport and Technology.
8
ABOUT HELWAN UNIVERSITY
Helwan University is located in the city of Helwan which is one of the

greatest industrial centers in Egypt. Being within the heart of an industrial
community, Helwan University is considered a unique model among Egyptian
universities in general.
Since its establishment upon the presidential regulation issued on

26/07/1975, Helwan University has become a landmark in the history of
higher education in Egypt which was - in its early stages and until the
establishment of Helwan University – limited to theoretical sciences in arts,
law and economy as well as to empirical sciences of engineering, medicine,
pharmacy and agriculture but on a theoretical rather than an applied or
practical basis. However, with the establishment of Helwan University – that
currently comprises 19 faculties as well as 52 research centers and
productive units connecting it with the surrounding societal problems –
handicrafts, applied arts and applied sciences which have been neglected for
so long, this university began to take place on the map of higher education in
Egypt and acquire a remarkable position in that respect. With the symbol of
an atom at the core of its design, the university's emblem reveals its scientific
and academic value as a center for disseminating science and technology.
The university is run under a pre-determined mission and vision. The

mission states that the university offers its students distinguished educational
and research services that cope with the international standards of quality
assurance and accreditation in all fields of science, art and technology to the
extent that enables its graduates to be of a competitive standard that meets
the requirements of the workplace either locally or internationally.
Furthermore, the university presents suitable avenues for scientific research
in a way that enables it to become an international educational body. In
addition, the university is involved in developing local community through a
number of distinguished practical development plans that help in developing
Helwan and the surrounding areas.
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On the other hand, the vision states that being a technological
educational institution, the university aims at providing advanced educational
services, spreading knowledge, adopting scientific research in science, art
and technology, attaining international academic standards, providing
services to local community and being involved in environmental development
in a way that copes with the international quality standards.
ABOUT THE FACULTY

Being affiliated to Helwan University, the Faculty of Tourism and Hotel
Management, was established in the year 1975. The faculty encompasses
three academic programmes for the bachelor degree: Tourism Studies,
Tourism Guidance and Hotel Management. The faculty consists of 59 internal
academic staff members belonging to the three different academic
departments - of which 18 members are on leave for different reasons, 24
external academic staff members, 48 demonstrators, 108 employees and
3157 students – of which 1476 students (representing 46.8%) are males and
1681 students (representing 53.2%) are females.
The faculty's logo takes the shape of a pharaonic boat revealing the
significance of history and heritage as main constituents of the Egyptian
tourism industry.
10
ABOUT THE FACULTY’S QAAP UNIT
The faculty's QAAP unit was established in 3/12/2005. The unit is a
sub-division of the Central Quality Unit of Helwan University and is subject to
the supervision of the National Committee for Quality Assurance and
Accreditation. The unit consists of a steering committee, a Board of Directors
and five functional committees. The steering committee is composed of the
faculty's dean as a chairman and the faculty's Vice-Dean for Community
Services and Environmental Development as a Project Manager. The board
of directors is composed of the faculty's Vice-Dean for Education and
Students' Affairs, Vice-Dean for Graduate Studies and Research and Vice-
Dean of Community Services and Environmental Development, Registrar and
a representative of the students' union.
The unit aims at achieving the following objectives:

1- Preparing the faculty for accreditation.
2- Spreading the concept of quality assurance and accreditation
among the faculty's academic and non-academic staff members.
3- Training of trainers.
4- Revising the faculty's mission.
5- Revising the academic standards of controversial faculties and
departments.
6- Releasing the following quality assurance and accreditation
documents:
• Programme specification.
• Curriculum specification.
• Curriculum reports.
• Programme reports.
• Annual self assessment report.
7- Issuing the project's financial and technical periodical reports.
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MAIN PRINCIPALS OF THE FACULTY'S QAAP SYSTEM
The Faculty's QAAP system involves the accomplishment of the following
fundamental goals:
• Preparing and revising the faculty's mission and vision.
• Setting strategic goals for the faculty.
• Spreading the concept of Quality Assurance and Accreditation
among the faculty's academic and non-academic staff members
through training, workshops and publications.
• Exploring the needs and expectations of the beneficiary groups
(i.e. students, academic staff members, tourism stakeholders and local
community).
• Revising the academic standards of controversial
• faculties and departments.
• Identifying the faculty's strengths and weaknesses through the
implementation of a SWOT analysis.
• Defining the faculty's intended learning outcomes.
• Implementing and revising the quality assurance and
accreditation tools.
• Gathering data and developing the faculty's data base.
• Preparing different reports (periodical reports, technical reports,
etc.).
• Evaluating and following up the faculty's quality assurance and
accreditation system internally and externally.
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FIRST: MISSION
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First: Mission
1- Existence of a mission for the faculty:
The faculty's mission was determined in accordance with the mission
and vision of Helwan University. In this respect, perceptions of the mission
were explored through brain storming sessions with members of the QAAP
unit as well as with members of the faculty's council. In addition, a
questionnaire survey was conducted on a sample of the faculty’s students to
explore their opinions regarding the faculty’s mission. Finally, a mission
statement was determined by the members of the QAAP unit and approved
by the faculty's council in its meeting no. (290) dated 15/05/2006.
2- The mission statement:

The Faculty of Tourism and Hotel Management is concerned with
providing the local and regional tourism labour markets with graduates
qualified enough to work in the fields of travel and tourism, hotel management
and tourism guidance through providing them with the necessary knowledge,
skills and work ethics standardized by the tourism industry representatives
and the Supreme Council of Universities. The faculty's mission further
involves serving the local community and environment through undergoing
scientific research and organizing tourism-related training programmes.
In accordance with the above-mentioned mission statement, the

faculty's vision has been determined to be as follows:
The Faculty of Tourism and Hotel Management aims at improving its

graduates' intellectual, professional and ethical standards to enable them to
compete at the local, regional and international job markets through
continually updating the taught courses, renewing and/or modifying the
faculty's equipment and increasing its involvement in solving local community
and environmental-related problems by improving the value and standard of
scientific research in terms of corroborating to the local community and
surrounding environment, on one hand, remove and coping with the
continually changing international tourism-related variables, on the other
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hand. The faculty further aims at providing tourism-related consultation and
advice as well as setting procedures to guarantee the targeted continuous
improvement.
The mission statement was then published and distributed on the

faculty's different departments as well as on some of the representatives of
the tourism industry and some tourism institutions and organizations. The
statements were also advertised on the faculty's advertisement board and
published on the faculty's website as well as on the faculty's QAAP website.
3- Reviewing/updating the faculty's mission:

In respect of the faculty's mission, it has been decided in the meeting of
the faculty's council no. 301 dated 18/04/2007 that the mission statement will
be periodically revised for purposes of innovation in the first meeting of the
faculty's council at the beginning of every academic year.
In terms of the strength of the current mission and vision statements, a

number of factors should be considered. These are as follows:
• First: The faculty's mission and vision statements were
determined according to the feedback of some tourism stakeholders
and beneficiary groups who are concerned with the quality of tourism
education in Egypt. The mission and vision were then revised and
approved by the faculty's council.
• Second: The faculty's mission and vision statements were
determined in accordance with the mission and vision of Helwan
University.
• Third: The faculty's mission and vision statements are subject to
periodical revision on annual basis in the beginning of every academic
year for purposes of innovation.
As for the weaknesses of the faculty's mission and vision statements,

only one defect could be identified. This is the shortage in the announcement
of the faculty's mission and vision among larger numbers of stakeholders and
15
beneficiary groups which in turn lead to the shortage in the amount of
feedback gained.
4- Strategic objectives:
After revising the faculty's mission statement, the faculty council no.
303 dated 18/06/2007 stated the following strategic objectives:
1- Continually reviewing and developing the faculty's academic
plan to cope with the continuous changes in the requirements of the
international labour market.
2- Continually enhancing the work performance of the faculty's
academic and non-academic staff members.
3- Achieving balance between the numbers of students enrolled
and the faculty's capacity and capabilities in terms of numbers of
academic staff members, halls, labs, etc.
4- Expanding the use of the internet to enhance electronic learning
venues, boost scientific research avenues and facilitate interaction
between the faculty on one hand and the students on the other hand.
5- Looking forward to signing new bilateral agreements with
international, regional and/or local other tourism educational bodies in
addition to activating the current ones.
6- Developing scientific research plans to cope with local
community requirements on one hand and the international trends on
the other hand.
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5- Action plan:
The faculty's action plan in respect of its mission, vision and related
strategic objectives,
 Spreading the faculty's mission.
 Setting priorities for the faculty's strategic objectives and activating
such objectives.
6- Attachments:
A copy of the faculty's council in which the mission was approved.
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Second:
Governance and
Administration
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Second: Governance and Administration
1- Organizational Structure
The leading body of the faculty is the council of the faculty which is chaired
by the faculty’s dean. In accordance with the regulations set by the
universities’ organizing law no. 49 for the year 1972, the deanery period is
normally three years subject to renewal for another three ones. In addition,
the faculty has three Vice-Deans: Vice-Dean for Education and Students'
Affairs, Vice-Dean for Graduate Studies and Research and Vice-Dean for
Community Services and Environmental Development. There are also three
heads of academic departments: Head of the Tourism Studies Department,
Head of the Tourism Guidance Department and Head of the Hotel
Management Department. In addition, there is the registrar who is in charge of
a number of administrative departments that include: the Financial Affairs,
Administrative Affairs, Procurement and Stores and Budget and Accounting.
Duties and responsibilities of both academic and administrative leadership
within the faculty are set by the above-mentioned universities’ organizing law.
The figure below represents the faculty’s organizational structure.
19
Faculty Council
Dean's
Faculty Dean
Secretary
Vice-Dean for
Registrar Vice-Dean for Vice-Dean for Education and
Community Services Graduate Studies Students'
and Environmental and Research AffairsEducatio
Financial Affairs Development n
Educational
]Graduate and Students'
Administrative Studies and Affairs
Affairs Private units Research
Affairs
Procurement and Youth
Stores Welfare
Computer
Labs
Cultural Language
Budget and Affairs Labs
Accounting
Graduates'
Department
Academic Quality
2- SelectionDepartments
of academic leadershipAssurance unit
Library
The faculty’s academic leadership is derived from two main bodies: the
faculty council - chaired by the dean- and the departments’ councils –
chaired by the heads of the departments. Below is an overview of the faculty’s
academic leadership bodies, members of such bodies and the criteria of
selection for each leadership position within the faculty.
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• Faculty council:
The faculty council is chaired by the faculty’s dean. Members of the
council include: the heads of academic departments, the three vice-deans, the
oldest professor, associate professor and lecturer in addition to three external
members chosen by the dean and approved by the Head of the University.
According to the regulations of the universities’ organizing law, the faculty
council is the higher authority in the faculty. The structure of the faculty
council is renewed in the beginning of each academic year. The faculty
council meeting is held once a month and the decisions taken in this meeting
are considered obligatory after being passed over to and approved by the
University Council. From the Faculty Council a number of committees are
derived, these include: the Cultural Affairs’ Committee, Graduate Studies’
Committee, Education and Students’ Affairs Committee and Environmental
Committee.
• Academic departments’ councils:

Each of the departments’ councils consists of the head of the
department, the professors, associate professors and five lecturers. The
department’s council is considered the highest authority within the
department. The academic department’s council is held once a month and its
decisions are obligatory after the approval of the faculty council. Currently,
Faculty of Tourism and Hotel Management has three department councils.
These are:
1- Council of the Tourism Studies Department: consists of
eleven members and chaired by the head of the department.
2- Council of the Hotel Management Department: currently, the
Hotel Management Department holds no meetings for its council due to
the shortage in the number of academic staff members within the
department and hence, the faculty dean is in charge of this council.
3- Council of the Tourism Guidance Department: consists of
twelve members in addition to the council chairman who is at the same
time the head of the department.
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Below is an overview of the current leadership positions within the faculty
according to the regulations set by the universities’ organizing law.
 Faculty Dean:
The current Faculty Dean is Prof. Dr. Ali Omar Abdallah. In accordance
with the regulations set by the universities’ organizing law, the deanery period
lasts for three years and is subject to a single renewal for another deanery
period. The appointment of the dean takes place through the process of direct
selection by means of the university’s administration. The dean’s duties and
responsibilities are set by the above-mentioned law.
 Vice-Deans:
The faculty has three Vice-Deans. These are as follows:
 Prof. Dr. Mona Hagag / Vice-Dean for Graduate Studies.
 Assistant Prof. Dr. Wesal Abou Alam / Vice-Dean for Community
Services and Environmental Development.
 Prof. Dr. Azza Kheir Al Din / Vice-Dean for Education and
Students’ Affairs.
The Vice-Dean is appointed in this position through the process of

direct selection by means of the faculty dean among the senior professors
and senior associate professors in the faculty on condition that the university
approves such selection. The duties, responsibilities and period of
appointment in the position of a vice-dean is set by the universities’ organizing
law.
 Heads of Academic Departments:

Currently, the heads of the faculty’s academic departments are as follows:
Prof. Dr. Ahmed Nour El-Din Elias / Head of the Hotel Management
Department.
Prof. Dr. Somaia Hassan / Head of the Tourism Guidance Department.
Prof. Dr. Ghada Hamoud / Head of the Tourism Studies Department.
22
In accordance with the regulations of the universities’ organizing law,
the heads of the faculty’s academic departments are appointed to these
positions through the process of direct selection by means of the faculty dean,
among the senior professors and senior associate professors within the
department on condition that the university administration approves such
selection. Similarly, the duties and responsibilities of the head of the academic
department is set by the universities’ organizing law.
 Registrar
The current registrar is Mr. Mohamed Hamdi. The Legislator is in charge
of supervising the employees in all the faculty’s administrative
departments. The Legislator is recruited in this position through the
process of direct selection by means of the university administration and
his/her duties and responsibilities are organized by the afore-mentioned
universities organizing law.
In terms of recruitment in and promotion to higher positions within the

faculty, there are two different criteria. One of them is concerned with the
promotion of academic staff members while the other is concerned with the
promotion of the non-academic staff members. Below is an overview of each
criterion:
First: Recruitment and promotion of academic staff members

According to the needs and requirements of each academic
department – as set by each department and approved by the faculty council
– graduates who achieved the highest scores are employed in the position of
demonstrator. The demonstrator is then promoted to the position of associate
lecturer after being awarded the master degree. Here it is worth notifying that
a demonstrator has to attend the preparation of tutors’ training course, to
achieve a score of not less than 500 marks in the TOEFL exam and to obtain
an ICDL certificate before being awarded the master degree. After the
completion of the Ph.D thesis and after the award of the degree of doctorate
of philosophy, the associate lecturer becomes ready for the promotion to the
position of lecturer. In five years time, he/she has the right to apply for the
position of associate professor. At this stage, the submission of four scientific
23
papers – with the possibility of having three published and only one accepted
for publication – is required as a proof of the applicant’s contribution to
research within the previous five years. In addition, proofs of involvement in
the different activities within the faculty are considered.
In another five-years time, the associate professor has the right to

apply for the promotion to the position of professor. In this case he/she
presents six scientific papers, with the possibility of having four of them
published and two accepted for publication. Besides, proofs of involvement in
the faculty’s different activities are required. Applications are presented to the
dean who in turn delivers them to the promotion committee.
Second: Promotion of non-academic staff members

Promotion of the faculty’s non-academic staff members to higher positions
within the faculty is based on the following criteria:
1- The employee must be eligible to hold the position to which
he/she is promoted on condition that the new position is of the following
employment position.
2- Employees being transferred are not eligible to promotion within
a year of the transference date except under certain conditions: a)
being transferred to one of the newly established units in the faculty. B)
the transference of the financial budget on which the employee is
scheduled. C) lack of candidates eligible for promotion in the
department to which the promoted employee is transferred.
3- Every unit is established by a decision from the related-
personnel committee which consists of at least three members one of
which is a member of the syndicate committee. The committee
meetings are held when its chairman or the unit’s supervisor
announces the need for a meeting. The committee sends its
suggestions and recommendations to the authority in charge within one
week for approval. If the committee’s opinion has not been rejected by
authority in charge within 30 days it is considered applicable. But if the
authority in charge has any objection regarding all or some of the
recommendations of the committee, it will thus have to explain the
24
reason behind such objection and to send it back to the committee for
re-discussion within a limited period of time. In such case, if the
committee did not reply within the identified time, the decision of the
related authority in charge would become obligatory. However, if the
committee insisted on its decisions it would have the right to comment
on the decision and resend its comments back to the authority in
charge for reviewing the issue and having the final say in it.
The personnel committee is concerned with discussing employment,
transference and promotion-related issues in addition to incentive and
performance appraisal reports.
4- In terms of promotion to the higher positions, promotion takes
place on the basis of selection according to performance appraisal
reports where the employee is required to have an excellent report to
be eligible for promotion, however, seniority is to be considered among
candidates achieving similar levels of performance.
5- When a promotion decision is being taken, the promoted
employee becomes responsible for the duties of the position to which
he /she is promoted since the date of promotion and hence, has the
right to receive the salary of such position since the same date.
6- It is not allowed to discuss the promotion of an employee who
has been subject to punishment except before the following periods of
time:
a- Three months in case of salary reduction or exclusion
from work for a period that ranges between five to ten days.
b- Six months in case of salary reduction and exclusion from
work for a period that ranges between eleven and fifteen days.
c- Nine months in case of salary reduction or exclusion from
work for a period that ranges between fifteen days and one
month.
d- One year in case of salary reduction or exclusion from
work for a period that exceeds thirty days.
25
7- Employees will be promoted from one level to another according
to the administrative regulations on condition that they should fulfill the
following time limits:
• Level two: six years.
• Level three: eight years.
• Level four: five years.
• Level five: five years.
• Level six: five years.
3- Effectiveness of policies, system and practices

The ongoing strategies, practices and administrative system facilitate
the achievement of the faculty’s objected goals except for some barriers that
obstruct the enhancement of some areas within the faculty. The system
further offers certain procedures for handling students’ problems and dealing
with their complaints. The system also allows discussion venues that aim at
improving performance within the faculty. In this respect, decisions of the
faculty council often depends on the periodical self assessment reports raised
to it from the departments’ councils. The faculty also holds faculty
conferences and departmental conferences to emphasize on the faculty’s
targeted goals and to investigate the barriers facing the accomplishment of
such goals. In that respect, the faculty is concerned with the following:
a- The adoption of the open-door policy to create an interactive relationship
between the faculty administration and its academic staff members.
b- Encouraging open-discussions between decision makers and faculty staff
members in both departments’ councils and faculty council.
c- The adoption of a flexible set of regulations and procedures that facilitates
the process of organizing priorities in accordance with the needs and
requirements of the faculty.
d- Students’ problems are dealt with as quick as possible putting into
consideration privacy and equal opportunity initiatives. The system further
allows the students to raise their complaints directly to the faculty dean,
26
the vice-deans and the heads of the academic departments for immediate
solutions.
e- The presence of different paths for students’ complaints according to the
type of complaint rose. These are as follows:
 The youth welfare office.
 The subjects’ lecturers.
 The heads of the different academic departments.
 The vice-dean of education and students’ affairs.
 The faculty’s dean.
4- Responsiveness to changing priorities and emerging

needs
In terms of responsiveness to changing priorities and emerging needs,
a number of issues may be considered. These are as follows:
1. The faculty is run by an advanced leadership mentality that is
always willing to push the educational and administrative processes
forward.
2. Innovation and change are accepted within the set frame of laws
and regulations (universities’ organizing law and faculty regulations).
3. Resistance to change and innovation is dealt with through
different means of spreading awareness of the concept of quality
assurance within the faculty.
4. The development vision is announced through the departmental
conferences as well as through the faculty’s annual conference.
5- Contribution of recent improvement

In terms of the faculty’s contribution to recent improvement, the
following points may be considered:
 The quality unit was established to cope with the new
requirements and the philosophy of quality assurance and accreditation
which is being introduced to all academic and non-academic faculty
staff members.
 The establishment of a data base system in the faculty.
27
 The participation of students in the evaluation of the faculty’s
educational process.
 The announcement of the student’s results on the internet.
 The production of all faculty statistics electronically.
 Training programmes and workshops are being held regularly
for quality purposes.
 The distribution of quality-related brochures and booklets.
 Publishing the CVs of members of the faculty’s academic staff
on the faculty’s website.
 Spreading awareness of the concept of quality among the
faculty’s academic and non-academic staff members.
 The completion of the following quality assurance and
accreditation – related documents:
 Course specifications.
 Course reports.
 Programme specifications.
 Programme reports.
6- Review of the impact of the previous improvement

plan
Before the establishment of the QAAP unit, the faculty used to submit
an annual self assessment report to the administration of Helwan University
showing all the plans, achievements and obstacles facing each of the faculty’s
academic and non-academic departments. The report is further used to
include suggestions for overcoming such obstacles in the forthcoming
academic years. However, with the establishment of the QAAP unit, the
faculty began to apply a self assessment mechanism that enables the
constant review of improvement plans within the faculty. According to such
mechanism the following strengths, weaknesses and action plan were
determined:
6.1- Strengths:
 The presence of remarkable leadership models in the faculty
which creates a useful environment for team work.
28
 The existence of a quality assurance and accreditation system
in the faculty.
 The announcement of students’ results on the university's site.
 The distribution of pamphlets and quality-related booklets that
help in creating awareness of the quality issues.
 The involvement of the faculty’s academic staff members in the
quality assurance and accreditation-related issues.
6.2- Weaknesses:
 The absence of a clear plan for the priorities of improvement within the
faculty and the appropriate means of overcoming the ongoing
problems.
 The absence of a proper system for surveying, analyzing and handling
the students’ problems.
 The presence of some resistance for change to a certain extent.
 The shortage of awareness of the quality system among some of the
faculty’s academic staff members.
6.3- Proposed action plan:

 Revising the faculty’s organizational structure.
 Setting a strategic plan for the development of the faculty in which
development priorities are properly identified.
 The establishment of a system capable of dealing with the students’
problems and solving them.
 Formulating certain committees responsible for the assurance of
application of the quality system within the faculty.
Attachments:
 Universities' Organizing Law.
 The structure of the faculty’s council and the departments’ councils.
 CVs of the faculty’s academic staff members.
 A list of the names of the faculty’s staff members.
 A list of the names of the faculty’s non-academic staff members.
29
 A list of the names of the faculty’s academic staff members who
have FLDP.
THIRD:
FACULTY STAFF
MEMBERS
30
Third: Faculty Staff Members and Assistant Staff
Introduction:
The faculty comprises 59 members - 18 members of them are currently

on scholarships, grants, sabbatical leaves, maternity leaves ...so on. The
faculty also comprises 48 members of assistant staff.
The faculty is famed for its distinctive staff who are pioneers leading
tourism education in Egypt. A number of the faculty staff members have got
their Ph.D. from renowned international universities while others were in
scientific missions abroad conducting their academic research, which has
added to the qualifications and capacities of the faculty staff.
All staff members contribute in the following tasks:

- Exam workload (exam settings, grading and controlling)
- Conducting research
- Administrative tasks
- Supervising academic theses
- Monitoring and guiding students
- Publishing research
- Participating in conferences and workshops
- Participating in the seminars organized by the faculty scientific
departments.
- Participating in the conferences organized by the faculty and its
departments.
31
1- Statistics:
Below is a table breaking down staff members and the assistant staff
according to their departments, educational degrees and academic positions.
Assistant
Programs Professor Lecturer Total
professor
Tourism Studies 3 9 11 23
Tourism Guidance 7 7 10 24
Hotel Management 1 3 8 12
Total 11 19 29 59
Statistics on assistant staff members are represented in the following table:

Assistant
Programs Demonstrator Total
Lecturer
Tourism Studies 4 4 8
Tourism Guidance 7 6 13
Hotel Management 12 3 15
Total 23 13 36
2- Adequacy of the staff members and the assistant

staff
The faculty comprises 59 staff members in addition to 36 assistant staff
members in the three departments as shown above. Before handling the staff
member adequacy to fulfill and conduct the educational programs and
scientific research and to contribute positively in the community issues, it is
worth analyzing the relationship between the number of staff members and
assistant staff members compared to the number of students enrolled in the
three departments.
32
• Department of Tourism Studies:
* The number of staff reaches 23 members while the number of students is
1691 students enrolled in this department (the ratio is: one staff member 74
students).
* There are 35 staff members from other departments of the faculty who assist
in teaching specific courses at the department of tourism studies while the
external staff members from outside the faculty who teach at the tourism
studies department reach 24.
* The number of teaching assistant staff members is eight members
compared to 1691 students at the tourism studies department (1 assistant
staff/212 students).
* Accordingly, the number of staff members, at the department of tourism,
meets the required standard to efficiently implement the program aims and
targets while the number of assistant staff members is relatively inadequate
as many of them have already completed their master program and are
preparing for their Ph.D. degree. Thus, the department is in need to
consider increasing the number of its teaching staff members.
• Department of Hotel Management:

906 students enrolled in this department (the ratio is: one Staff Member /76
Students).
in teaching specific courses at the department of Hotel Management, 24 of
them teach foreign languages.
* The number of teaching assistant staff members is 15 members compared
to 906 students at the Hotel Management department (1 assistant staff /70
students).
* Accordingly, the issue of staff members traveling abroad for work in the
Arabic countries or those who are on sabbatical leaves or still conducting
their Ph.Ds abroad is problematic, negatively impacting on the required
number of staff members at the department of Hotel Management. This
department is actually under the supervision of prof. Dr. Ahmed Elias.
33
• Department of Tourism Guidance
1060 students enrolled in this department (the ratio is: 1 staff member /44
students).
in teaching specific courses at the department of guidance studies, 24 of
them teach foreign languages.
* The number of teaching assistant staff members is 13 members compared
to 1060 students at the Tourism Guidance department (1 assistant staff /82
students).
* Accordingly, the number of staff members along with the assistant staff
members is quite reasonable.
A- Educational Programs
The total number of the faculty staff members is 59, 41 out of the 59
are currently in charge of the faculty workloads and tasks while 18 members
are away, borrowed by Arabic universities, accompanying their spouses
abroad or on maternity leave (See the attached appendix). Each staff
member is in charge of teaching a number of courses ranging between 4 to 5
courses at the different academic years including the post-graduate programs.
As the number of students at the departments of tourism studies and hotel
management is relatively big which requires splitting them into groups, the
staff member, in such cases, can reduce the number of his courses to one or
two and teach it/them to the different groups. The teaching workload,
however, is distributed according to the selection of each staff member to the
courses he is specialized in with the coordination of the head of the
department, taking into account the equity of workload teaching hours among
all members (12 to 16 teaching hours per week). With regard to the adequacy
of staff members compared to the actual educational programs and the
relevant courses, the following can be stated:
34
o Tourism Studies department:
There are 18 members from the tourism studies department in charge
of teaching 18 courses out of 41 courses of the department programs,
estimated at 44% of the total educational courses, while 31 members from the
other faculty departments along with the University handle the other 33
courses (estimated at %56) of total courses. Members who teach foreign
language courses (14 members) constitute the highest percentage of those
members outside the department staff. The following table shows data on
student numbers /year.
Academic No. No. Staff Ratio (Staff Ratio (Staff member/
year Students members member/Student) Student at the faculty)
640/13=49 640/4=160
First 640 13
Staff member/49 students Staff member/160 students
474/12=40 474/4=119
Second 747 12
187/12=16 187/4=47
Third 187 12
390/12=35 390/6=65
Fourth 390 12
1691/49=35 1691/18=94
Total 1691 49
As shown above, the number of teaching staff is adequate concerning

for teaching basic courses at the department of tourism such as principles of
tourism, tourism planning, tourism marketing, tourism development ….so on.
* The department of tourism studies, like the other departments of the faculty,
faces the problem of inadequacy of those who teach foreign languages
which can not be tackled through the increase of the faculty staff members.
However, the best way to sort out this problem is borrowing staff from the
other faculties that belong to Helwan University to teach foreign languages
(for example the faculty of Arts/Helwan University).
* The tourism studies department also faces inadequacy in the staff who
teaches relevant but unspecialized courses such as tourism law and
legislation, tourism geography, tourism statistics, and client psychology.
The staff members at the tourism department can is that the meaning you
want get qualified to teach such courses as all such courses (except basics
35
of accounting, basics of economics and basics of statistics) should be
delivered and approached from a tourism perspective not from a general
perspective. However, the faculties of Helwan University provide the staff
teaching basic statistics, basic accounting, basic economics and basic
geography.
* Generally speaking, it can be said that the department of tourism studies
does not face any problems concerning the adequacy of staff members but
basically needs to qualify its staff teaching the relevant and general
courses as shown above, which should be approached from a tourism
perspective.
o Hotel Management department

There are 12 members from the hotel management department in
charge of teaching 18 courses out of 41 courses of the department programs
while 24 members from the other faculty departments along with the
University handle the other 33 courses of total courses. Members who teach
foreign language courses (12 members) constitute the highest percentage of
those members outside the department staff. The following table shows data
on student numbers / year.
Academic No. No. Staff Ration (Staff Ratio (Staff member/
year Students members member/Student) Student at the faculty)
365/13=28 365/3=122
First 365 13
236/12=20 236/4=59
Second 236 12
111/13=9 111/5=23
Third 111 13
194/14=9 194/6=32
Fourth 194 14
998/52=19 998/18=55
Total 906 52
36
teaching basic courses at the department of Hotel Management, such as
Food and Beverage, Menu Planning, Room Service, Front Office, …so on.
* The department of Hotel Management, like the other departments of the
faculty, faces the problem of inadequacy of those who teach foreign
languages which can not be tackled through the increase of the faculty staff
members. However, the best way, at least in the short run, to sort out this
problem is to borrow staff from the other faculties that belong to Helwan
University to teach foreign languages (for example the faculty of Arts /
Helwan University).
o Tourism Guidance department

There are 24 members from Tourism Guidance department in charge
of teaching 29 courses out of 41 courses of the department programs
(constituting 71`% of total courses) while 28 members from the other faculty
departments along with the university handle the other 12 courses of total
courses. Members who teach foreign language courses (14 members)
constitute the highest percentage of those members outside the department
staff. The following table shows data on student numbers /year.
teaching basic courses at the department of tourism guidance such as history,
archaeology, interpretation, ancient Egyptian language ….so on.
* The department of tourism guidance, like the other departments of the

faculty, faces the problem of inadequacy of those who teach foreign
languages which can not be tackled through the increase of the faculty staff
members. However, the best way, at least in the short run, to sort out this
problem is to borrow staff from the other faculties that belong to Helwan
University to teach foreign languages (for example the faculty of
Arts/Helwan University).
* Generally speaking, it can be said that the department of tourism guidance
does not face any problems concerning the adequacy of staff members.
37
B- Scientific Research
The faculty does not have a research plan framework (neither for single
authored research nor joint research) which the faculty staff members should
be committed to (as applied in the European universities) but it is up to each
staff member to develop his own research with no coordination or interference
from the faculty and University administrations. Thus, there is no clear
standard determining adequacy of current staff members to conduct scientific
research. As for master and Ph.D. research, there is a recent annual plan for
the faculty departments, just started this year, which contains a list of specific
topics and disciplines and commits the master or Ph.D. researcher to one of
such topics.
C- Work Contribution in the society

The Vice-Dean for Environment and Community Services at the faculty
is responsible of developing an annual plan to be submitted to the
environmental council at the University together with the faculty council. This
plan contains a list of proposed programs and their targets to be executed by
the faculty for the development of the society. Members of the Committee of
Society Support and Environment at the faculty are in charge of implementing
this plan. However, there are certain problems such as inadequacy of
members to execute the plan, financial problems and administrative problems
which limit the ability of the vice-deanship for environmental affairs to
accomplish the targeted programs. Also, lack of data on the faculty activities
in the field of society development and support which implies the existence of
a new system to enable the Vice-Dean for Environment and Community
Services to compile and present data reflecting the faculty's contribution in
society development and support.
D- Staff inadequacy or overstaff ratios at each discipline

As mentioned earlier, the faculty does not suffer inadequacy of staff
members at any of its three educational programs. However, it is urged to
orient its staff considering other certain disciplines and to qualify
themselves to integrate and teach courses in such relevant disciplines.
This will certainly expand capacities of staff members and offer them more
38
opportunities teaching various courses covering different disciplines and
relate them to tourism (as referred in items 3/2/A/1,2,3).
E- Faculty policies responding to issues of staff inadequacy or

overstaff
Although the faculty does not face a real problem of staff inadequacy, it
has to keep considering appointing new staff members to face the expected
increase in the number of students. Staff appointments accord the general
governmental rules documented by the law of Egyptian universities. However,
as mentioned before, the faculty suffers inadequacy of foreign language
teaching staff which the university currently provides from the Faculty of Arts.
As for the problem of Hotel Management department, to reach the

minimum staff number, the department staff members are keen to get
promoted and the department will reject refuse the traveling its staff to work at
Arab universities. This will help forming an identity of a scientific department.
39
3- Developing capacities of staff members and the
teaching assistant staff
The faculty in coordination with the University enrolls its staff in short
training courses at the Program of Developing Capacities of Staff Members.
Till this date, the following numbers of staff members have jointed such
courses:
• 21 demonstrators. 60
50
40
• 20 assistant lecturers. 30
20
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• 54 lecturers. 0
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• 5 full professors.
• One head of department.
• One Vice-Dean.
The above numbers also refer to the number of training courses which
have been attended by the faculty's members, taking into consideration that
each staff member has the right to participate in more than one course.
4- Reviewing policies executed to develop capacities

of staff members
It is difficult to claim that the faculty has a specific policy to develop

capacities of its staff members albeit the faculty motivates its staff members
and assistant staff participating in the various training courses of the program
of developing capacities of the University staff members as well as the other
training courses offered by Helwan university in collaboration with other
bodies such as ICTP training courses. Such courses have been receiving a
remarkable demand and interest from the faculty staff since they have
become one of the requirements for promoting staff members.
Nevertheless, the faculty has to develop a strategy and clear plan for
developing capacities of its staff members based on its points of strengths
and weaknesses which were identified as follows:
40
4.1- Points of strength
 There is a number of distinctive staff members who are
regarded as considered pioneers in the Egyptian tourist education and
who become a reference and consultant for any governmental or
private tourist institution in Egypt.
 Teaching staff, especially those experienced members, possess
great administrative skills gained throughout their long work history in
the field.
 Research conducted by the faculty staff members is highly
ranked as it has enriched the Egyptian tourism industry and contributed
in its development.
 Many staff members are assigned as experts and consultants
for industrial as well as educational bodies.
 A number of staff members have got their Master degree or
Ph.D. degree or both from abroad.
 A number of staff members were on scientific missions abroad
and participated in international and regional conferences.
 IT training courses have been offered by the University to a
number of staff members to help them developing electronic
capabilities.
4.2- Points of weakness

 Absence of strategic plan to develop staff members' capacities.
 Inefficiency to link IT devices with education.
 Misdistribution of the faculty employees at the departments of
graduate affairs and student support affairs.
41
4.3- Proposed action plan
Activity
Developing a plan for improving the capacities of staff members
Motivating staff members employing IT in education and teaching methods
Attachments
1- List of Staff members' names.
2- List of employees' names at the different administrative departments.
3- List of staff member names who participated in training courses for
developing capacities of staff members.
42
FOURTH: Educational
Programmes
43
Fourth: Educational program
Introduction:
The institution frames out and develops programmes for each
department (Tourism Studies, Tourism Guidance and Hotel Management)
taking into consideration the probability of improving the program regulations
when needed, which takes at least one year to accomplish.
The faculty possesses academic reference criteria including program

description which the institution aims to apply. Such criteria are based on the
British Accreditation and Quality (QAA) in the field of tourism and hospitality.
The faculty has also looked at criteria set out by the World Federation of
Tourist Guides (WFTG). Such criteria are considered the best to be used as
they accord the need of the tourism market and fits into the requirements of
the tourism educational programs. A benchmarking technique has been used
to measure gaps between the benchmarkee compared to the benchmarker.
The academic department supervises, edits and monitors the

academic programs with the participation of its members. In case of the need
to change any of the program courses, a recommendation report should be
discussed at the department council and then proceeded to the faculty council
followed by the University council and then the tourism sector committee for
consultation and decision taking.
Through the quality system, the faculty aims to assure the updating of
all its programs in view of the benchmarking technique and with accordance
to the international changes in the fields of tourism and hospitality to update
its three different programs. The faculty also measures the ability of students
to gaining the different targeted educational outcomes and uses different
methods for evaluation and assessment.
The faculty has a number of directories on program description, program

reports, faculty regulation and student guide boot which show all the
educational programs, registry regulations and transfers. However, the
number of such directories only available at the faculty's administrative offices
44
and at the department of student affairs. The faculty is considering issuing
directories to be given to the first-year students.
1- Statistics:
The faculty has graduated a number of students at the three educational
programs as follows:
Number of graduates for the academic year 2007/2008 is 848 demonstrated
as follows:
367 graduated at the Tourism Studies department.
300 graduated at the Tourism Guidance department.
181 gradated at the Hotel Management department.
1.1- Percentage of graduates against each grade

A) Tourism Studies department
Fourth year 2005-2006
Grade Number of students Percentage %
Excellent 11 2.9%
Very good 140 35.8%
Good 160 41%
Fair 15 3.9%
Passed with one course 25 6.4%
Passed with two courses 16 4.1%
Failed/dropped 23 5.9%
The percentage of students who passed is 94.1% which is relatively

satisfactory. The highest percentage was for those who got good grades 41%
followed by those who got very good grade (35.8%). The students who
passed with a single course are 6.4% and those who failed represent 5.9%.
The students who passed with two courses are 4.1%, while the students who
scored fair represent 3.9%. At last students who obtained grade excellent are
2.9%.
45
B) Tourism Guidance Department
Excellent 11 3.5%
Very good 121 40.5%
Good 125 41.5%
Fair 10 4.2%
Passed with two 10 3.3%
courses
Failed / dropped 8 2.6%
The percentage of students who passed has reached 91.9% which is

relatively satisfactory. The highest percentage was for those who got good
grade (41.5%) followed by those who got very good grade (40.5%). The
students who passed with a single course are 4.4%. The students who
passed with two courses are 3.3%, while the students who scored fair
represent 4.2%. At last students who obtained grade excellent are 3.5%.
Finally students who failed are 2.6%.
46
Hotel Management Department
Excellent 2 1%
Very good 42 21.8%
Good 83 43%
Fair 14 7%
Passed with two courses 12 6%
Failed/dropped 13 6.7%
The highest percentage was for those who got good grades (43%)
followed by those who got very good grade (21.8%). The students who
passed with a single course are 14.5%. While the students who scored fair
represent 7%. Students who failed are 6.7%.The students who passed with
two courses are 6%. At last students who obtained grade excellent are 1%.
1.2- Available current educational programs

Three educational programmes are available at the faculty: Tourism
studies, Hotel Management and Tourism Guidance.
1.3- Number of students registered in the three programmes

in the academic year 2006/2007.
- 640 students at the Tourism Studies programme.
- 336 students at the Tourism Guidance programme.
- 365 students at Hotel Management programme.
1.4- Indications of joining different programmes at the faculty

admission
Indications at the three programmes are the same. They are as follows:
• Applicants must pass the high school degree with a score of at
least 60% or be graduated from a specialized technical institute.
• Applicants must get at least 70% of the whole grade at the first
foreign language.
• Applicants must succeed at the personal interview which taxes
place at the faculty.
47
Admission to the faculty for recent students is now directed from the
Governmental Office for Organizing the Admission of Students in Higher
Education. The condition of achieving the score 60% at least is not being a
must.
1.5- Regulations of completing the program
The student will progress to a higher level if he/she succeeds in all the
courses or fails at maximum of two courses. The student should be examined
at the failure courses and if he/she passes the exam, the awarded score will
be fair.
 Level one: The student will be progressed to level two if he/she
succeeds in at least nine courses out of eleven courses with grade fair
at least.
 Level two: The student will be progressed to level three if
he/she succeeds in at least eight courses out of ten courses with grade
fair at least.
 Level three: The student will be progressed to level four if
he/she succeeds in at least eight courses out of ten courses with grade
fair at feast. The student must not pass loaded with any other courses
from any of the previous levels. The student must also pass the training
course.
 Level four: The student will be graduated from the faculty it
he/she succeeds in all the ten courses with grade fair at least, passes
other courses from previous levels and the training course as well.
2- Educational programmes framework:

2.1- Number of courses at each programme:
The three programmes of the faculty include 128 courses distributed as
follows:
- 43 courses at Tourism Studies programme.
- 41 courses at Tourism Guidance programme.
- 44 course at Hotel Management programme.
48
2.2- Percentages of courses representing element of the
programmes academic framework.
 First: Tourism Studies programme

Programme Duration: four years.
Programme framework: final exams are held at the end of the academic
year.
Number of weekly hours: lectures (102), training (8), Total (110).
Number of hours of basic science: (12) representing (11%) these are
represented in Basics of Finance, Tourism Finance, Tourism Statistics, Basics
of Economics, Tourism Economic. Number of hours of social science and
humanities: (45) representing (41%).
These are represented in Geography of Tourism in Egypt, Islamic history of
Egypt, First and second foreign languages, Correspondence, Geography of
Entertainment, Modern History of Egypt.
Number of hours of specialization: (45) representing (41%).
These are represented in Tourism Theory, Tourism Offices (1,2), Tourism and
Tourist Authorities, Tourism Planning, Tourism Market Researches, Business
of Travel Agencies, Psychology of Costumers, International Tourism
Organizations, Tourism Publicity and Media, Tourism Marketing,
Transportation and Tourism, Tourism Sales Development, Practical Training
(1.2), Computer (1.2.3.4).
Number of hours of other courses (attached ones): (8) representing (7%).
These are represented in Human Rights, Computer, Practical training for
three months during the four years.
 Second: Hotel Management programme:

Programme duration: four years.
Programme framework: final exams are held at the end of the academic
year.
Number of weekly hours: lectures (91), practical training (19), total (110)
Number of hours of basic science: (2) representing (1.9%). These are
represented in Basics of Finance, Hotel Finance, Hotel Economics, Finance of
Hotel Costs.
49
Number of hours of social science and Humanities: (40) representing
(36.4%). These are represented in General Geography, fist and second
foreign languages (1.2.3.4), History of Egypt and its Monumental Areas.
Number of hours of specialization: (50) representing (45.5%) These are
represented in Hotel Management (1.2) Public Health and Occupation Health,
Science of Cooking (1.2), Food and Beverage (1.2), Menu Planning,
Beverage, Front Office Management, Receiving and Storing, Hotel
Equipment, Art of Selling, Housekeeping, Graduation project, practical training
(1.2.3).
Number of other courses (attached ones): (18) representing (16.7%).
These are represented in Tourism Theory, Basics of Human Rights,
Computer (1.2.3.4), Business of Travel Agencies, International Tourism
Organizations. Tourism Legislations, practical training for three months in the
four years.
 Third: Tourism Guidance programme:

Programme duration: four years.
Programme framework: Final exams are held at the end of the academic
years.
Number of weekly hours: lectures (101), practical (9), total (110).
Number of hours of basic science: (None).
Number of hours of social science and humanities: (38) representing
(34.5%). These are represented in General Geography, Geography of
Tourism in Egypt, Geography of Entertainment, first and second foreign
languages (1.2.3.4).
Number of hours of specialization: (58) representing (52.7%) These are
represented in History of Ancient Egypt (1.2), Archeology of Ancient Egypt
(1.2.3.4), Ancient Egyptian Language (1.2.3.4), Appreciation of Art, Tourism
Guidance (1.2.3), History of the Graeco-Roman Period, Islamic History of
Egypt, Modern History of Egypt, Tourism Souvenirs, Photography.
Number of hours of these courses (attached ones): (14) representing
(12.7%). These are represented in Tourism Theory, Tourism Transportation,
Political Systems, Tourism Security, Human Rights, Tourism Legislations,
Tourism Authorities and Organizations.
50
It should be noted that no additional programmers or courses are offered to
excellent students.
2.3- Points of strength and weakness in Educational
programmes:
 First: strengths
1. Success percentage in all the educational programmes is distinguished.
2. Concerning admission indications, the admission exam is considered a
strength point.
3. Concerning the academic programmes, they are distinguished and agree
with the international standards and could play a great role in different aspects
of tourism in Egypt.
4. Number of courses effectively supports tourism field in Egypt, as these
courses cover many of knowledge and skill requirements.
5. Students, external evaluators and stakeholders' review to the educational
programmes.
 Second: Points of weakness:

1. Concerning student statistics, sometimes failure percentages in one or two
courses are very high. This necessitates studying the reasons and ways of
facing them.
2. Concerning admission indications, and according to the governmental
policy of accepting a great number of students, the personal interview is
considered ineffective one.
3. Concerning the educational programmes, some courses need to be
cancelled, integrated and developed to agree with the academic standard and
the market.
51
2.4- Proposed action Plan:
Action
1- Decreasing number of students joining the faculty and selecting the
best of them.
2- Adding a condition of accepting the new students who are graduated
from languages schools.
3- Developing, integrating, canceling and renewing courses to achieve the
faculty's mission and agree with the international standards.
4- Regular reviewing of course development.
5- Increasing time directed towards practical training, the great part of it
should be in the industry (at the last year of the programme).
6- Increasing researchers concerned with development courses.
7- Suggesting new regulations.
Attachments:
1- Schedules of students results in each programme.
2- Course specifications and reports.
3- Programme specifications and reports.
4- Opinions of students and graduates.
52
FIFTH:
ACADEMIC
STANDARDS
53
Fifth: Academic standards
1- Academic standards compared with reference standards
One of the strengths of the faculty's academic programmes is the
compatibility of the applied academic standards with the local ones. In
addition, the process of curriculum design covers all the intended learning
outcomes set by the academic standards. Below is an overview of the
academic standards of the faculty's three academic departments.
First: The Tourism Studies programme
In the Tourism Studies department a number of techniques are used to
improve the students' learning process. These include: lectures, discussions
research, and training.
Academic standards
The analysis areas of knowledge in the tourism programme in accordance
with the academic standards set by QAA revealed that the products, structure,
operations and interactions with the tourism industry are covered in thirteen
courses, Tourism in the communities and environments that it affects is
covered in ten courses, the nature and characteristics of tourists is covered in
four courses. This indicates that the percentage of similarity in the areas of
knowledge reached 100%. However, code no. 1.0.2.2. requires improvement
by adding some courses related to the customer satisfaction, tourists behavior
and public relations areas of knowledge.
T o u r is m De p .
15
10 Series1
5
0
1.2.1 1.2.2 1.2.3 1.2.4
54
Analysis of the tourism studies programme courses:
The analysis of the tourism studies program in accordance with the reference
measurement indicated that the percentage of similarity between the codes of
faculty's programmes and those of the reference measurement is 94%. In this
respect, some topics are partially covered in other courses within the
programme. These include: accommodation for tourists, technology in travel
and tourism, tourism management and sustainable tourism while there is no
coverage in the faculty's tourism courses for the tourism and leisure
management topic.
However, the faculty's tourism programme includes a number of courses that
are not included in the reference measurement such as the languages,
computer and customers. Psychology courses. Below is a list of these
courses as taught in the programme's four academic years.
• (First year):
History, Accounting, Human Rights, Languages, and Computer.
• (Second year):
History, Account, Statistics, Languages, and Computer.
• (Third year):
Market Research, Psychology, Accounts, Statistics, Languages, and
Computer
• (Four year):
History, Languages, and Computer.
Reasons behind the need for teaching the above – mentioned courses
within the faculty's tourism programme are as follows:
1- Cultural heritage is an essential component of the Egyptian tourism
industry and hence, teaching history becomes essential in that respect.
However, including courses on the Egyptian archaeological sites seems more
beneficial for the faculty's students from studying just history.
* Teaching foreign languages is quite important in the tourism programme
because most of the students suffer shortage in the linguistic capabilities of
foreign languages.
55
Teaching It skills is also important in terms of the ongoing increase in the use
of computers in the travel business.
* Psychology is also an important course that helps understanding tourists'
psychological aspects.
- Market research is also an important course. However, it may be integrated
with the tourism marketing course.
Benchmarking in accordance with QAA

On revising the benchmarking in accordance with the QAA, it has been
indicated that the courses codes are compatible with the codes of the
reference measurement with a percentage of 100%. Nevertheless, some
courses require enhancement in terms of codes reflecting the awareness of
the nature of tourism in developed communities, and that of the ethics in the
tourism industry.
On analyzing the intended learning outcomes in correspondence with the
QAA, it has been indicated that the programme covers the same codes of the
reference measurement. However, shortage does exist in the codes related to
issues like the capability of solving problems through data analysis
techniques, as well as codes related to understanding the ethical and
environmental terms of the travel business, the capability of self development
and the development of communication and presentation skills.
An analysis of the performance indicators in correspondence with the QAA
indicated that the faculty's tourism programme covers nine out of ten codes of
the reference measurement which represents (84%).
Second: The Hotel Management programme.
In this program, a number of techniques are used to fulfill the intended
learning objectives, these include: lectures, discussion, research and training.
Academic standards
The analysis of the areas of knowledge of the Hotel Management programme
in accordance with the academic standards set by the reference
measurement indicated that operation management, Global Environment
Hotel studies industry included in ten courses. On the other hand, a hotel
service is partially covered in the Food and Beverage course and hence, the
56
Hotel Management program covers knowledge areas in accordance with the
reference measurement with a percentage of 100%.
The analysis of the Hotel Management programme's courses indicated that
food and beverage and languages are covered in seven courses, followed by
tourism management which is covered in six courses while human resources
management, organizational behaviour, strategic management, small
business management, and information technology are not covered in any of
the programme's courses.
This reveals that the faculty's Hotel Management programme fulfills 16
courses out of 20 in accordance with the reference course (representing
70%). However, a number of courses that are not included in the reference
measurement does exist. These are as follows:
Fist year:
General Geography, Computer and Human Rights.
Second year:
Geography of Tourism and Computer.
Third year:
Hotel Economics and Computer.
Fourth year:
History of Ancient Egypt, Computer and Graduation Project.
Below is an analysis of each of the above – mentioned courses:
- The geography course is not closely related to the areas of
specialization.
- The Human Rights course is considered one of the courses that
cover the knowledge skills.
- The computer course is based on the word / Excel / PowerPoint
programmes in addition to the unpractical knowledge, however, the
practical hotelier programmes are not included in the course.
- Hotel Economics is considered one of the important courses as
it explains the economic factors that affect the tourism sector in general
and the hotel business in particular.
- History of Ancient Egypt is one of the courses that gives the
student an overview of the ancient Egyptian civilization.
57
- Graduation project is an important course in terms of enhancing
the team work spirit among the students as well as presentation skills
and time management and leadership skills as well.
Benchmarking in accordance with QAA
Revising the benchmarking in accordance with the reference measurement
indicated that the food and beverage is represented in seven courses.
However, human resources technical resources, organizational behaviour and
information systems are covered partially within other courses, while the
strategic management is not represented at all in any of the programme's
courses. Accordingly, the hotel management programme covers 22 codes out
of 23 codes in accordance with the reference measurement which represents
a percentage of 95.5%.
The analysis of the intended learning outcomes indicated that the programme
covers 18 codes out of 22 codes in accordance with the reference
management, representing a percentage of 82%. In addition, some of the
ILOs are covered partially.
As for the performance indicator analysis, the programme covers all the codes
of the reference measurement, though some of these codes require
enhancement.
Third: Tourism Guidance programme:
Similar to the other two programmes the Tourism Guidance program depends
on a number of techniques that include lectures, discussion, and research to
accomplish its intended learning outcomes.
Academic standards
The analysis of the courses included in the Tourism Guidance
programme indicated that foreign languages represent the majority followed
by the ancient Egyptian history courses, Islamic history courses and modern
history ones.
However, Tourism Guidance Techniques are taught as part of the
Practical Guidance courses, history of art is taught in the guidance
programme in the courses of Appreciation of Art (1. 2). As for Ecotourism, it is
taught as part of Introduction to Tourism. The Art of the Museums is taught as
part of the Practical Guidance course. Travel Agency and Tour Operating are
58
taught as part of the Introduction to Tourism course and the Transportation
and Tourism course.
Hotel Dep.
12
10
8
6 Series 1
4
2
0
1.2.1 1.2.2 1.2.3 1.2.4 1.2.5
First aid, quality management and public relations are not represented
in any of the programmes courses.
In conclusion, the tourism guidance programme fulfills 14 courses

(representing 82%) out of 17 courses in the reference measurement which
reveals the need to add codes no. 11.12 and 14 as well as the need to amend
the programme's courses to fulfill the code no. B in the reference
measurement.
However, the faculty's tourism Guidance courses include a number of
courses that are not included in the reference measurement.
These are as follows:
First year:
Appreciation of Art and Photographing.
Second year:
Political Systems, Practical Guidance (1), Appreciation of Art, Human
Rights.
Third year:
Practical Guidance (2).
Fourth year:
Tourism Organization and Practical Guidance (3).
An analysis of the programme's intended learning outcomes in accordance
with the reference measurement revealed that the courses that cover the
development of professional skills in the field of tourism guidance are present
in 21 codes (representing 96%) out of 22 codes in the reference
measurement. Furthermore, the analysis of the performance indicator in
59
accordance with the reference measurement revealed that is Tourism
Guidance programme at the faculty covers 20 codes (representing 91%) out
of 22 codes in the reference measurement.
This indicates that the programme follows the international academic trend in
the field of tourism guidance, despite the need to omit or modify a number of
course.
Furthermore, other courses should be included.
Such as: Ancient Egyptian Religion, First Aid, History of Art, Egyptian
Environment, Quality Management, Public Relations, Traditions of Different
Communities).
2- Student assessment
- Variety of assessment techniques are applied by the faculty's academic staff
members. Such techniques include oral exams, written exams, workshops,
asking the students to undergo a piece of research, open discussions and
attendance percentage.
All of the faculty's programmes are taught either in the Arabic language or in
the first language of the student on condition that the final exam is put in the
same language used in teaching the course (s) through the academic year.
Students are informed with the bases on which they are evaluated and
assessed.
There is no clear rule for the distribution of marks on each of the final exam
questions. However, the students are aware in advance that since the
beginning of the academic year that the final exam represent 70% of the
marks of each taught course.
Here it should be notified that in practical examination as in the case of the
Practical Tourism Guidance course, the evaluation in the final exam is of
100%.
As for the students' feedback of their marks, there is no set system, however,
the student has the right to know his / her marks regarding any of the activities
carried out during the academic year and in most cases the student is given
such information upon his / her request.
However, there is no set regulation for the mechanism of students feedback
despite the fact that the University's administration asks the faculty's
academic staff to announce the marks for the students.
60
Examination committee is set by the academic departments in terms of
specification courses that are taught by internal academic staff members. As
for the courses taught by external academic staff from other faculties in
Helwan University the examination committee is set by the academic
departments to which the external staff are affiliated, and these departments
formally inform the faculty with the examination committee settled on in this
respect.
- There are no external examiners at the current time, however,
this will be applied shortly after the proper application of the quality
system within the faculty.
- Setting the exam timetables are relay difficult due to the great
numbers of students and the shortage in the number of rooms and / or
areas appropriate for holding exams.
- As soon as the results of the final exams are announced, the
students have the right to appral within a period of two weeks from the
date of announcement.
- These proposes are looked over and in case of any mistakes
appearing, in any of the results, the mistake is corrected and the whole
issue is then to the Deputy-Chair for Education and Students Affairs in
the University is informed.
61
3- Student retention and progression
First: Tourism studies programme
- Number of Students who started the programme in the first year
(2002-2003) were 414 students.
- 367 students (representing 88.5%) completed the four – year
programme and graduated in the academic year (2005-2006).
First Level 2002-2003
Score Number of students Percentage
Excellent 9 2.1%
Very good 161 38.8%
Good 128 30.9%
Fair 11 2.8%
Pass with one course 43 10.5%
Pass with Two course 24 5.8%
Failed 38 9.1%
The result of the first level in 2003-2004 is satisfactory low, the success
percentage is 91.9%. The greatest number has very good and its percentage
is 38.8%. The students who have good are 30.9%. The students who pass
with one course are 10.5%. The percentage of failed students is 9.1%, and
students who pass with two courses are 5.8%. The percentage of the
students who got fair is 2.8%. At last the students, who have excellent grade,
are 2.1% and this percentage is too low.
180
160
140
120
100
80
60
40
20
0
Excellent Good Failed
Very Fair Pass with Pass with
good
one Two
course courses
Second Level 2003-2004

Excellent 10 2.45%
Very good 80 19.6%
62
Good 133 32.5%
Fair 27 6.6%
Pass with two course 41 10.4%
Failed 53 12.9
The result of the first level in 2003-2004 is satisfactory low, the success
percentage is 87.1% The greatest number has good and its percentage is
32.5%. The students who have very good are 19.6%. The students who pass
with one course are 15.6%. The percentage of failed students is 12.9%. And
students who pass with two courses are 10.4%. The percentage of the
students who got fair is 6.6%. At last the students who got excellent are
2.45% and this percentage is too low.
140
120
100
80
60
40
20
0
good
one Two
courses
Course
63
Third Level 2004-2005
Excellent 20 5.2%
Very good 181 48%
Good 91 24%
Fair 3 0.80%
Failed 19 5.4%
`The result of the first level in 2004-2005 is satisfactory, the success

percentage is 94.6%. The greatest number has very good and its percentage
is 48%. The students who have good are 24%. The students who pass with
one course are 10.2%. And students who pass with two courses are 6.4%.
The percentage of failed students is 5.4%. The students who have excellent
are 5.2%. Finally the percentage of the students that got fair is 0.80%.
200
180
160
140
120
100
80
60
40
20
0
Excellent Very good Good Fair Pass with Pass with Failed
one course two course
64
Fourth Level 2005-2006
Excellent 11 2.9%
Very good 140 35.8%
Good 160 41%
Fair 15 3.9%
Failed 23 5.9%
`The result of the first level in 2005-2006 is satisfactory, the success

percentage is 94.1%. The greatest number has good and its percentage is
41%. The students who have very good are 35.8%. The students who pass
with one course are 6.4%. The percentage of failed students is 5.9%. And
students who pass with two courses 4.1%. The percentage of the students
that got fair is 3.9%. The students who have excellent are 2.9%.
180
160
140
120
100
80
60
40
20
0
Excellent Very good Good Fair Pass with Pass with Failed
one course two course
65
Second: Hotel Management Programme:
• The number of students who began the programme in the first

year 2002-2003 is (237) students.
• The number of students who continued the programme in the

fourth year 2005-2006 (181) students are 76%.

Excellent - --
Very good 31 13%
Good 80 33.5%
Fair 11 4.5%
Pass with one course 34 14%
Pass with two course 31 13%
Failed 50 21%
The greatest number has good and its percentage is 33.5%. The
percentage of failed students is 21% which is very high. The students who
passed with one course are 14%. The percentage of students who have very
good and passed with two courses is 13% each. The percentage of the
students who got fair is 4.5%. No one got excellent grade which reflects the
low educational standard of the students.
90
80
70
60
50
40
30
20
10
0
Excellent Very good Good Failed
Fair Pass with Pass with
one Two
course courses
66
Excellent - --
Very good 27 12.7%
Good 86 40.5%
Fair 20 9.4%
Failed 22 10.3%
The greatest number has good and its percentage is 40.5%. The
students who passed with one course are 13.6%. The percentage of students
who passed with two courses is 13.5%. The percentage of students who have
very good is 12.7%. The percentage of failed students is 10.3% which is
relatively high. The percentage of the students who got fair is 9.4%.
100
90
80
70
60
50
40
30
20
10
0
good
one Two
course courses
67
Excellent 12 6%
Very good 45 22%
Good 54 27%
Fair 18 9%
Failed 28 13.7
The greatest number has good and its percentage is 27%. The
percentage of students who have very good is 22%. The percentage of the
students who got fair is 9%. The students who got excellent are 6%. The
students who passed with one course are 13.8%. The percentage of students
who passed with two courses is 8.5%. The percentage of failed students is
13.7%.
60
50
40
30
20
10
0
one Two
course courses
68
Forth Level 2005-2006
Excellent 2 1%
Very good 42 21.8%
Good 83 43%
Fair 14 7%
Pass with two course 12 6%
Failed 13 6.7%
The greatest number has good and its percentage is 43%. The
percentage of students who have very good is 21.8%. The percentage of the
students who got fair is 7%. The students who got excellent are 1%. The
students who pass with one course are 14.5%. The percentage of students
who passed with two courses is 6%. The percentage of failed students is
6.7%.
90
80
70
60
50
40
30
20
10
0
one Two
course courses
69
Third Tourism Guidance Programme:
• Number of students who began the programme in the first year 2002-
2003 is (324) student.
• Number of students who continued the programme in the fourth year
2005-2006 is (290) students 89.5%.
Excellent 5 1.7%
Very good 74 32.2%
Good 122 38%
Fair 21 6.6%
Failed 26 8.1%
The result of the first level 2002-2003 is considered good. The percentage of
success was 91.9%. The greatest number was the students who obtained
good and it was 38%. The students who obtained very good are 32.8%. The
percentage of students who passed with one course are 14.4%. The
percentage of the students who passed with two courses and those who failed
was 8.1% each. The percentage of students who got fair was 6.6%. Finally,
the percentage of students with excellent grade was 1.7%.
140
120
100
80
60
40
20
0
Excellent Very Good Fair Pass with Pas s with Failed
good one Two
cours e course

Excellent 14 4.5%
70
Very good 98 31.5%
Good 85 27.4%
Fair 10 3.2%
Pass with two course 34 10.9
Failed 25 8.1%
The result of second year 2003-2004 is considered high. The percent age of
success was 91.9%. The highest percentage was of students who have very
good (31.5%). The students who have good 27.4%, students who passed with
one course 14.4%, with two courses 10.9%, who failed 8.1%, students who
obtained excellent grade 4.5% and those who got fair are 3.2%.
120
100
80
60
40
20
0
Exc ellent Very Good F air Pass with Pass with F ailed
good one Two
course course
71
Excellent 24 8.5%
Very good 128 43%
Good 92 30.9%
Fair 7 2.3%
Failed 8 2.6%
The result of third year 2004-2005 is quite satisfactory. The percentage of

success was 97.4%. The greatest number of students was those who got
very good with percentage 4.3%. The percentage of those who got good was
30.9%. Those who passed with one course were 10.4%. and those who got
excellent were 8.5%. The percentage of students who failed was 2.6%. and
those who passed with two courses were 2.3%.
140
120
100
80
60
40
20
0
Exc ellent Very Good F air Pass with Pass with F ailed
good one Two
course course
72
Fourth Level 2005-2006
Excellent 11 3.5%
Very good 121 40.5%
Good 125 41.5%
Fair 10 4.2%
Failed 8 2.6%
The percentage of success was 91.9%, the greatest number of students got
good 41.5%, students who obtained very good 40.5%, and students who
passed with one course were 4.4%, while those who got fair were 4.2%.
Those with excellent grade were 3.5%. Those who passed with two courses
were 3.3%, and finally those who failed were 2.6%.
140
120
100
80
60
40
20
0
Excellent Very Good F air Pass with Pass with F ailed
good one two
course course
73
Statistics of Number
of graduates from 1976-2005
Year Tourism dep. Guidance dep. Hotel dep.
June 1976 22 23 11
Nov. 1976 -- 1 9
June 1977 23 17 14
Nov. 1977 3 8 3
June 1978 28 13 15
Nov. 1978 3 4 12
June 1979 22 17 3
Nov. 1979 1 4 13
June 1980 39 21 10
Nov. 1980 9 9 7
June 1981 24 21 20
Nov. 1981 8 3 12
June 1982 35 30 15
Nov. 1982 5 3 7
Mai 1983 38 37 15
Nov. 1983 1 2 10
Mai. 1984 46 40 40
Nov. 1984 3 3 12
Mai 1985 53 48 61
Nov. 1985 3 1 7
Mai 1986 47 52 45
Nov. 1986 5 3 10
Mai 1987 48 51 50
74
Nov. 1987 -- -- 3
Mai 1988 44 59 61
Nov 1988 2 44 2
June 1989 67 74 63
Nov. 1989 3 1 11
June 1990 54 36 53
Nov. 1990 2 2 7
June 1991 47 51 52
Nov. 1991 1 2 8
June 1992 36 92 55
Nov. 1992 1 -- 4
June 1993 114 141 102
Nov. 1993 6 1 10
June 1994 74 119 194
Nov. 1994 13 34 11
June 1995 69 129 79
Nov. 1995 2 10 37
June 1996 66 111 110
Nov. 1996 2 7 14
June 1997 113 47 160
Nov. 1997 13 4 7
June 1998 176 61 152
Nov. 1998 13 4 20
June 1999 271 95 230
Nov. 1999 28 1 27
June 2000 360 230 165
75
Nov. 2000 57 25 74
June 2001 358 29 130
Nov. 2001 52 28 40
June 2002 310 237 212
Nov. 2002 44 13 15
June 2003 341 264 141
Nov. 2003 8 10 22
June 2004 294 249 160
Nov. 2004 26 17 21
June 2005 351 242 120
Nov. 2005 51 15 20
Total 3957 3055 2991
76
4) Students Achievements and Job opportunities:
First: Student Achievement:
Regarding Tourism Students Programme the total number of succeeded

students in 2005-2006 is 367 representing 94.1% and this is considered
quite high.
6%
94%
Concerning Guidance programme, 290 students succeeded representing

97.3%, this is the highest percentage of the 3 programmes.
3%
97%
181 students succeeded in Hotel Management Programme representing

93.3% which is quite good.
6%
94%
77
First: Tourism studies programme
Concerning the first level in the academic year the percentage of students
who passed is 90.78% and the percentage of students who obtained excellent
is 0.78%, very good is 18.75%, good is 39.84%, Fair is 6.72%. The students
who passed with one course were 16.41%, students who passed with two
courses were 7.97%, and who failed 9.22%. All the percentages are
satisfactory except those with excellent grade (0.78%) which is very low and
those who passed with one course 16.41% and with two courses (7.97%)
which is somewhat high.
9% 1% 19%
Excellent
8% Very good
Good
Fair
16% Pass with one course
Pass with Two courses

7% 40% Failed
Both foreign languages course recorded the highest failure percentages due
to the absence of personal interview. Thus most of the Students have many
linguistic problems.
Regarding second level the total pass percentage of what is 90.51%, the
percentage of students having excellent is 1.69%, the students having very
good 20.04%, the students who have good are 35.86%, the students having
fair 7.17%, the students who passed with one course 13.5% and with two
courses are 12.24% and the percentage of student who failed is 9.49%. All
the percentages are satisfactory except those with excellent grade (1.69%)
which is very low and those who passed with one course (13.5%) and with
two courses (12.24%) which is somewhat high.
78
9% 2% Excellent
20%
12% Very good
Good
Fair
Pass with one course

14%
7% 36% Failed
The second foreign language recorded the highest failure percentage due to
the previously-mentioned reasons, in addition to Basics of Statistics which
necessitate the increase of applied exercises either inside the educational
halls or at home.
Third level: The percentage of success is 92.51%, the students who have
excellent grade represented 14.44%, the students who have very good are
31.02%, the students who have good are 23.53%, the students who have fair
are 4.81%, the students who passed with one course are 12.83%, with two
courses 5.88%, and the percentage of students who failed is 7.49%.
The second foreign language and Client Psychology recorded the highest
failure percentage. All the previously-mentioned percentages were
satisfactory, the percentage of students who got excellent and very good at
level three is relatively high compared with the other levels as final exams
were quite easy in this year.
6% 7% 14% Excellent
Very good
13% Good
Fair

5% 31% Pass with Two courses
24% Failed
79
Fourth Level: all percentages are fair. The percentage of students who
succeeded is 93.85%, the students who had excellent 5.13%, the students
who had very good 40.77%, good 30.77%, fair 6.15%, and the students who
passed with one courses 7.44%, with two courses 3.59%, students who failed
were 6.15%.
7% 4% 6% 5% Excellent
Very good
6% Good
Fair
41% Pass with one course

31% Failed
Second: Programme of Hotel Management:
First level the percentage of the passed students in 2005-2006 is 83.01%, no

one got excellent grade. The students who have very good are 7.67%, the
students who have good are 32.05%. The students who have fair are 4.93%,
the students who passed with one course are 22.47% and this is a very high
percentage. The students who passed with two courses are 15.89% the
students who failed are 16.99% this is very high thus indicates percentage fair
except that concerned with the students who have excellent (no one) this
indicates that there are no excellent students. The percentage of students
who passed with one course is (22.47) and with two courses is (15.89%)
which is very high.
0% 8%
17% Ex cellent
Very good
32%
Good
16%
Fair
Pass with one

course
22% 5% Pass with two
course
Failed
80
Second Level: the percentage of students who passed is 94.07%, this is a
high percentage. The percentage of students who have excellent is 0.42%,
which is a very low percentage. The students who have very good are 8.47%,
the students who have good are 43.64%. The students who have fair are
8.47%, the students who passed with one course are 23.31%, and with two
course are 9.75% and the students who failed 5.93%.
6% 0% 8%
10% Excellent
Very good
Good
Fair
23%
45% Pass wit h one
course
8% Pass wit h t wo
course
Failed
Courses recorded highest failure percentages are:
• Geography of Tourism in Egypt due to the course condensation

and students don't have any background of this course which is not
related to their specialization.
• Personal Accounting due to the lack of application exercises of

this course; the students don't have any background of this course,
which is not related to their specifications.
Third Level: the percentage of passed students is 85.59%, the students who
have excellent are 4.5%, the students who have very good are 18.92%, the
students who have good 18.92%, the students have fair are 8.11%, the
students who passed with one course are 19.82% and with two course
15.32% and the students who failed are 14,41%, which is quite high. All the
pother percentages are satisfactory.
14% 5% Excellent
19% Very good
15% Good
Fair
19% Pass with Two courses
20% 8% Failed
81
Courses recorded the highest failure percentages:
• Hotel Economies due to course condensation which is not
related to specialization.
• Hotel Cost Accounting due to course condensation which is not
related to specialization and also the absence of educational sections
where many applications can take place.
Fourth Level: All percentages are fair. Success percentage is 93.3%. The
students who had excellent are 4.12%, very good are 27.84%, good are
36.08%, fair are 4.12%, the students who passed with one course are
14.95%, with two courses are 6.19% and the students who failed are 6.7%. All
percentages are satisfactory except the one related to students who got fair
(14.95%).
6% 7% 4% Excellent
Very good
15% 28%
Good
Fair

Failed
36%

• First foreign language due to students' linguistic problems and
the course's difficulty.
• Tourism legislation due to the course condensation which is not
related to specialization. Also this course depends mainly upon
knowledge only, neglecting the importance of other skills.
Third: Tourism Guidance programme
First Level: The percentage of passed students in 2005-2006 is 58.33%, the
students who had excellent are 0.30%, the students who had very good
6.55%, the students who had good are 13.99%, the students who had fair are
1.79%, the students who passed with one course are 16.96%, it is very high
and who passed with two courses are 18.75%, and the students who failed
are 41.67%. All the percentages are satisfactory except those of students who
got excellent which is very low, those who failed, passed with one and two
courses which is quite high.
82
0% 7% Excellent
14% Very good
41% 2% Good
Fair

Failed
19%
• Tourism Transportation and Geography due to the courses'

difficulty, as they are not related to the specialization.
• Second foreign language (French) due to the final exam's

difficulty and students, linguistic problems.
Second Level: The success percentage of level two is 88.97%, 3.42% of the
students got excellent, 20.99% got very good, 22.43% got good, and 4.56%
got fair. The student who passed with one course is 27% (Political Systems)
due to the course's difficulty which is not related to the specialization of the
programme, 10.65% passed with two courses which are Ancient Egyptian
Language due to the difficulty in understanding the Language principals, and
Pharaonic History due to the final exam's difficulty and students'
misunderstanding of the questions. The percentage of failed students is
11.03%.
11% 3% Excellent
21%
11% Very good
Good
Fair

27% 22%
Failed
5%
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Third Level: Success percentage is 95.05%, 19.63% of the students have
Excellent, 13.88% of the students have very good, 19.02% of the students
have good, 1.23% of the students have fair, 9.89% of the students pass with
one course (Modern History of Egypt due to the course's difficulty), 2.89% of
the students pass with two courses (Second Foreign language and
Egyptology due to the final exams' difficulty and the inappropriate educational
level of students), 4.91% of the students failed.
6% 5%
20% Ex cellent
10%
1% Very good
Good
Fair
19% Pass with one

39% course
Pass with two
course
Failed
Fourth Level: The results are satisfactory. The success percentage is

97.32%, 17.45% of the students have excellent, 51.68% have very good,
19.46% have good, 1.1% have fair, 4.36% pass with one course, 2.36% pass
with two courses (Tourist Authorities, Second Foreign Language). This is due
to both courses and final exams difficulty. 2.68% of the students failed.
Accordingly, failure percentage and percentages of students who passed with

one course and with two courses were quite high due to course and final
exam's difficulty, students' misunderstanding of questions and the low
educational level of students.
1%4% 2% 3%
Excellent
18%
Very good
20% Good
Fair
52% Failed
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Second: Job opportunities
There are no statistics indicating the numbers of graduates working in the
tourism industry.
However, through direct contact with the tourism business representatives, it
is clear that job opportunities are available for faculty graduates who posses
the proper capabilities. In this respect, graduates of the tourism guidance
department who speak foreign languages fluently have ample opportunities of
work especially those who know the Japanese, Spanish, Italian and German
languages.
As for graduates of the Tourism Studies programme who have proper
linguistic capabilities in foreign languages as well as IT capabilities, job
opportunities are available in travel agencies and airline carriers. As for the
graduates of the Hotel Management department, who possess the skills
required by the labour market, employment opportunities in the Egyptian
hotels as well as in the international chains are available, in many of the hotel
departments and / or work areas.
In order to enhance the opportunities open for faculty graduates, a number of
courses should be considered, these are as follows:
- Tourism management, research methods, human resources
management and communication skills courses should be added to the
tourism studies programme.
- Methods of tourism guidance, ancient Egyptian religion, history
of art, European history and ancient Egyptian literature courses should
be added to the guidance programme.
- Human resources management, conference management,
security and technological advancements in hotel course should be
added to the hotel management programme.
85
5- External evaluation of the quality of performance and academic
standards achieved by students / graduates.
Comments of external evaluator:
First: Tourism studies programme.
Strengths:
1- The programme is specialized and includes many courses that
achieve the programme's goal.
2- The contents of the courses clearly identify the knowledge and
skills required for the preparation of remarkable graduates.
3- The awareness of the importance of languages as an essential
tool in the tourism industry.
4- The introduction of computer courses reflects an interest in
modern technology and its applications in tourism.
Weakness:
1- Shortage in courses related to environment and its relationship
with tourism.
2- Shortage in course of human resource development and
electronic marketing.
3- Shortage in lab hours.
4- Language courses are taught without enough practical
application in the languages labs.
Second: Tourism Guidance Programme
Strengths:
1- The programe is specialized and includes many courses that
achieve the goal.
2- The variety of taught foreign languages indicates the awareness
of the faculty of the importance of languages in the tourism guidance
career.
3- The practical tourism guidance course is a remarkable one in
the programme and is considered an essential component in this
respect.
86
Weaknesses:
1- The need to integrate and / or omit some courses.
2- The need to add some courses on first aid / ancient Egyptian
religion / Egyptian environment / public relations / quality
management / history of art…).
3- The geography course should include teaching the students how
to read maps as an intended learning outcome.
4- The practical tourism guidance course should include
information on the types of museums, their contents, means of
categorizations and management.
Third: Hotel Management Programme
Strengths:
1- The Specialization of the program and its inclusion of many
courses that fulfill its goals.
2- The components of the programme are clearly identified.
3- The variety of language courses reflects the interest in preparing
remarkable graduates.
4- The introduction of computer courses is also a remarkable
feature of the programme, compatible with modern advancements in
the hotel business.
Weaknesses:
1- Some courses need to be renamed and adding some course
concer with management public relations, and human resources.
2- Lack of courses on human resources, environmental resources
and courses of information systems.
3- Language courses should be more related to the area of
specializations in terms of terminology and application venues.
4- The geography course at the first level requires adding the skill
of reading maps and GIS applications.
5- The general health course at the first level requires adding the
objective of improving the student's knowledge regarding the socio-
economic importance of general health and professional health, as well
as the principals of first aid and the application of Hi tech programmes.
87
6- The food service course requires being renamed to Beverage
service.
7- The restaurant service needs to be completed in the 2nd year to
the restaurant service in the second year feedback of tourism
stakeholders and business representatives.
In an attempt to explore the feedback of tourism stakeholders and
business representatives regarding the capabilities and skills of the faculty's
graduates, the quality unit had undergone a questionnaire survey that
indicated the shortage of the graduates' capabilities and skills in comparison
to the requirements of the labor market especially in languages and computer
skills.
Furthermore, it has been obvious from the analysis of the questionnaire form
that the summer training is ineffective due to the increased numbers of
students that make training arrangements quite difficult.
Accordingly, a number of recommendations are set to improve the skills and
capabilities of the faculty's graduates.
These include the following:
1- A proper interview should be held to select the most suitable
students for enrollment in the faculty's different programs.
2- Enhancing the computer course to cope with the requirement of
the tourism and hotel business.
3- Holding training courses for the faculty's academic staff
members to introduce to them the most recent technological
advancements in the tourism business.
4- Making good use of the faculty's hotel and travel agency in
training the students during summer annual vacation.
5- Pelting much emphasis on the improvement of the students,
foreign linguistic capabilities. This necessitates teaching foreign
languages in a way that would affect the industry.
88
Strengths and Weakness
First: strengths:
1- The faculty's academic standards correspond with those of the
reference measurement.
2- Student assessment takes place through a number of
techniques.
3- As for the student retention and progression in the different
programes, the rate is quite suitable.
4- The students, achievements are acceptable and satisfactory to
some extent.
5- External evaluation indicates that the objectives of the
programmes are fulfilled.
6- Students have the right to complain against the results of
examination and know the feedback of their complaints.
Weaknesses:
1- A number of changes are required in the courses to correspond
with the reference measurement.
2- The distribution of marks on the examination paper did not exist
in most final year examination papers.
3- The percentage of failure in some courses is quite high to some
extent.
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Action plan:
1- Enhancing the use of modern technological advancements.
2- Emphasizing the importance of feedback venues between
students and the faculty.
3- Co-operating with external evaluators for evaluating the
students.
4- Modifying some of the courses to achieve the intended learning
outcomes
5- Investigating the reasons behind the students' failure in some
courses and overcoming these problems.
6- Training academic staff members.
7- Modifying examination systems.
Attachments:
1- Reference benchmarking.
2- Educational plan.
3- Students' results.
90
Sixth: The Quality of
Learning Opportunities
91
92
Sixth: Quality of teaching and learning:
Determining the intended learning outcomes of each course by the staff
members has helped in activating the importance of this element in the
educational process.
Graduates' numbers in the last five years

From the academic year 2000-2006
June 2000 360 230 165
Nov. 2000 57 25 74
June 2001 358 29 130
Nov. 2001 52 28 40
June 2002 310 237 212
Nov.2002 44 13 15
June 2003 341 264 141
Nov.2003 8 10 22
June 2004 294 249 160
Nov.2004 26 17 21
June2005 351 242 120
Nov.2005 51 15 20
June2006-2007 174 156 103
The graduates’ numbers enrolled in the Faculty of Tourism and Hotel

management - Helwan University for the academic year 2003-2004
93
Level one Level two Level three Level four Total
Faculty Department Sex New Failed New Failed New Failed New Failed New Failed
Total Total Total Total Total
students students students students students students students students students students
Male 61 13 13 92 8 100 101 6 107 93 3 96 347 30 377
Tourism
Female 111 13 13 282 24 306 333 5 338 239 1 240 965 43 1008
Tourism and Hotel management
studies Total 172 26 26 374 32 406 434 11 445 332 4 336 1312 73 1385
Male 49 9 9 121 9 130 116 2 118 138 2 140 424 22 446
Tourism
Female 98 2 2 171 10 181 157 1 158 140 2 142 655 15 581
Guidance Total 147 11 11 292 19 311 273 3 276 278 4 282 990 37 1027
Male 69 30 30 178 20 198 144 6 150 169 9 178 560 65 625
Hotel
Female 15 4 4 10 2 12 11 -- 11 20 1 210 56 7 63
Management Total 86 34 34 188 22 210 155 6 161 189 10 199 616 72 488
Male 179 52 52 391 37 428 361 14 375 400 14 414 1331 117 1448
Total Female 224 19 19 463 36 499 501 6 507 399 4 403 1587 65 1652
Total 403 71 71 854 73 927 862 20 882 799 18 817 2918 182 3100
Level one Level two Level three Level four
Faculty Department Sex New Failed Failed Failed Failed
Total Passed Total Passed Total Passed Total Total
students students students students students
External students from level three, four

Male 107 19 126 46 12 58 86 8 94 101 4 105 383
Tourism
Female 298 10 308 114 23 137 279 9 279 328 5 333 1057
studies Total 405 29 434 160 35 195 356 17 373 329 9 438 1440
Male 99 3 102 59 12 71 114 5 119 111 3 114 406
Tourism
Female 100 9 109 95 5 100 173 3 176 155 1 156 541
Guidance
Total 199 12 211 154 17 171 287 8 295 266 4 27 947
Male 226 14 240 75 8 83 182 8 190 139 9 148 661
Female 22 -- 22 19 1 20 00 - 10 11 2 13 65
Hotel Total 248 14 262 94 9 103 192 8 200 150 11 161 726
Management
Male 432 36 268 180 32 212 382 21 403 351 16 367 1450 26 1476
Total Female 420 19 439 228 29 257 453 12 465 494 8 502 1663 18 1681
Total 3113 44 3157
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Faculty Department Sex New Failed New New Failed
Total Passed Passed Total Passed Total Passed Total Total Total
students students students students students
Male 195 25 220 100 9 109 46 2 48 89 10 99 476
Tourism
Female 360 13 373 347 8 355 124 8 132 271 15 286 1146
studies Total 555 38 593 447 17 464 170 10 180 360 25 385 1622
Male 177 14 191 116 7 123 65 3 68 117 2 119 501
Tourism
Female 96 5 101 132 6 138 94 1 95 174 1 175 509
Guidance Total 273 19 292 248 13 261 159 4 163 291 3 294 1010
Male 276 40 316 204 11 215 68 22 90 164 15 179 800
Hotel
Female 20 5 25 17 2 19 17 -- 17 10 -- 10 71
Management Total 296 45 341 221 13 234 85 22 107 174 15 189 871
Male 648 79 727 420 27 447 179 27 206 370 27 397 1777 29 1806
Total Female 476 23 499 496 16 512 235 9 244 455 16 471 1726 22 1748
Total 1124 102 1226 916 43 959 414 36 450 825 43 868 3503 51 3554
96
Faculty Department Sex New Failed Failed Failed Failed Failed
Total Passed Total Passed Total Passed Total Passed Total
students students students students students students
Male 172 29 201 199 18 217 18 217 90 6 96 45 9 54 568
Tourism
Female 434 13 447 382 14 396 14 396 339 3 342 129 7 136 1321
studies Total 606 42 648 581 32 613 32 613 429 9 438 174 16 190 1889
Male 165 47 212 146 13 159 13 159 110 4 114 63 5 68 553
Tourism
Female 133 10 143 105 11 116 11 116 125 2 127 92 1 93 479
Guidance Total 298 57 35 251 24 275 24 275 235 6 241 155 6 161 1032
Male 275 36 311 28 5 285 5 285 207 9 216 81 14 95 907
Hotel
Female 13 6 19 20 2 22 2 22 18 -- 18 16 1 17 76
Management Total 288 42 330 300 7 307 7 307 225 9 234 97 15 112 983
Male 612 112 724 625 36 661 36 661 407 19 426 189 28 217 2028
Total Female 580 29 609 507 27 534 27 534 482 5 487 237 9 246 1876
Total 1192 141 1333 1132 1195 1195 889 24 913 426 37 463 3904
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The student unions and student groups achievements
The faculty students have achieved many goals last year in the social,
cultural, and art activities through the student unions and student groups.
Male students as well as female students have won the first position in the
ideal student competition. A student group named “Smile” has won the third
position in the University annual competition. Moreover, six first positions
have been won in the University art competition. There are also six
recreational trips have been organized as well as a successful art festival.
They student participated also in a chess championship, in addition to
organizing and participating in camping trips, athletic tournaments for many
sports such as football, tennis and ping pong plus visiting orphanages and
handling many types of social work in Ramadan.
Introduction: Quality of learning opportunities:

The faculty has seventeen teaching halls with a sitting capacity of 2000
students. There is also a lab, with a capacity of fifty students. As a result of
the great number of the students in comparison with the halls, capacity the
students are divided into groups. It is worth mentioning that the Hotel
Management department use the educational kitchen plus the training hall,
and undoubtedly there is a problem that results from the growing number of
students in comparison with the halls, capacity, so there are suggestions in
this concern.
The faculty offers equal chances for students to share in the academic
and cultural activities under the supervision of the youth welfare office. It is
worth noting that there are no handicapped students and this is due to the
requirements of working in the tourism field. Concerning the outstanding
students, the staff members motivate them by several means.
1- Learning and teaching:
Most of the instructors depend on the traditional way of teaching, but
there are also those who use workshops, open discussions and practical
applications as different educational tools. Concerning educational tools
adopted by the staff members, they are as follows: lectures, open
discussions, researches, using computer and internet, motivating self
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learning and workshops, as well as using the different types of the educational
audio-visual aids.
2- Students support: Academic and pastoral:
Academic support: it is carried out by staff members, as there is not a
specific system for that. Students with low grades, determined according to
the oral examination, and the mid year exam, are informed by other written
work and the attendance percentage, by the staff member that they should
enhance their performance.
Concerning outstanding students, they are encouraged by viaous
means such as oral encouragement during lectures and participation in
organizing conferences and special events in the faculty. There is also
monetary support through the award given to outstanding students from the
Ministry of Education.
There is also a student guide book that illustrates the different courses
provided by the faculty and the curricula outlines in addition to indicating the
different job fields that could be joined after graduation. It is worth mentioning
that untill now there is not a guide book that clarifies timetable scheclules
regulations, instructions of different programmes, students activities and
available facilities and services.
The student’s evaluation regarding the quality of learning and
teaching could be as follows:
The majority declared that self-learning is the most important learning
tool used by the staff members, such as searching through the internet.
Concerning the syllabuses used in the three programs, they are
inadequate for increasing the language skills and this is due to:
a- Tourism and hotel management departments depend mainly on
the Arabic language in teaching, whereas the guidance department
depends mainly on foreign languages in teaching.
b- The practical use of foreign languages is not enough.
c- The shortage of the language laboratories that should be well
equipped with audio-visual aids.
d- The language course hours are inadequate.
e- The curriculum contents of the language courses are not up to
the standard.
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Consequently the students suggest the following recommendations:
a- Interviews conducted with new students should be more
restricted to select only the good ones.
b- The syllabus of foreign languages course should be increased, in
addition to raising the standard of the language laboratories.
c- Computer skills should be increased and employed to serve the
labor market needs
d- Information technology should be more employed in the teaching
process.
It is worth noting that the youth welfare office at the faculty deals with
the students’ financial problems, by reducing the admission fees in addition to
giving them the social and psychological support they need. The medical care
is also provided through the faculty clinic, plus the accommodation services
which are available at the University campus in Ain- Helwan.
Accordingly, students the support to the includes different types, not
only educational support but also medical, social, and financial support.
3- Learning resources:
The faculty has two main buildings and a big garden. The first building
(the new building): consists of four flours.
The ground flour: it is occupied by the administrative offices (youth
welfare office- graduates and students' affair…etc.,)
The first flour: has the Dean's office, Offices of the heads of the guidance
and hotel management departments, offices of three of the academic staff
members and offices of the three vice – deans.
The second floor: consists of four teaching halls and office of the head of
tourism department.
The third floor: consists of four teaching halls, staff members’ offices and the
educational hotel which occupies parts of the first and second floors as well.
There are also three air-conditioned halls inside it.
The second building (the old building):
The ground floor: includes the mosque, security office, the clinic, five
teaching halls, information desk office, and the bookshop.
The first floor: is occupied by the educational kitchen.
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The second floor: includes of the library, computer and languages
laboratories and two teaching halls.
The third floor: includes the computer lab and many administrative
offices.
Faculty staff members, technical and administrative staff:

The faculty has a qualified number of pioneers in tourism education in
Egypt and the Middle East. Many of them got their master and Ph.D. degree
abroad, in addition to attending many regional and international conferences,
and traveling for scientific missions.
The faculty has 132 employees and technicians. Their performance is
satisfying, but it should be mentioned that there is a shortage in the number of
employees.
The staff members and their assistants:
The number of academic staff members is 41, in addition to 18
members who are on leave, plus 36 teaching assistants.
Staff members and teaching assistants’ qualifications:
The total number of the staff members is 59 and the teaching
assistants are 36 as illustrated previously.
Regarding the number of staff members, which is 59, the actual
available number for the time being is 41 members, the rest are on leave for
different reasons. Every member is handling the task of teaching from 4 to 5
curricula in different educational stages, including postgraduate studies. It is
worth mentioning that due to the increasing numbers of the students, they are
divided into sub-groups which increases the required teaching efforte
specially at tourism and hotel management departments. The timetable is
organized under the supervision of the Head of each department, and
approximately each member teaches for about 12 to 16 hours weekly.
Concerning the ratio of the staff members to the available programs and
curricula, the following figures illustrate the situation:
Tourism studies department:
The total number of student is 1923 students. The number of internal
staff members’ is 18 members, the ratio is one staff member to every 107
students (1: 107). Small Which is inadequate.
132
The department depends on four members from tourism guidance dep.
for teaching history curricula in addition to a number of staff members for
teaching languages (English, French and German) from the University, and
also for teaching some other curricula such as geography, economics,
accounting….etc. Concerning the assistant staff, there are 8 members, so the
ratio is one member to every 220 students, which is inadequate.
The staff members achieve the program objectives qualitatively and
quantitatively. The number of teaching assistants is not enough and should be
increased.
The staff members' number for specialization curricula is sufficient, but
(as the rest of the departments) there is clear shortage in the needed
members for teaching courses other than the specialization courses.
It is worth mentioning that there are some courses that gather between
tourism and other sciences such as tourism geography, tourism economy,
tourism statistics and customer psychology. Such sciences could be taught by
tourism staff members after some qualification, but other sciences are taught
by lectures from other faculties in the University.
Generally, there is no problem concerning staff needed for teaching,
but there is a need for qualifying some of the tourism staff members to be able
to teach courses that gather tourism and other sciences.
Hotel Management department:
The program has 12 staff members teaching 998 students, thus the
ratio is one staff member to each 83 students. There are also 5 lecturers from
the other departments inside the faculty, plus 19 lecturers from outside the
faculty. Regarding the teaching assistants, the ratio is one assistant to every
200 students. The department is suffering from the shortage of the teaching
staff, this is due to the fact that there is a considerable number of them on
leave.
Twelve of the department's internal staff members handle the task of
teaching 21 courses(51% of the total number of courses) and 20 courses are
taught by members from other faculties inside the University (24 members).
Thus, the number of staff members is adequate for teaching the basic
sciences (i.e., food and beverage and front office) and the department suffers
133
from the shortage in the languages lecturers, and this could be handled with
the help of languages lecturers from the University.
Tourism Guidance department:
There are 24 staff members teaching to 1061 students. The ratio is one
staff member to each 25 students.
There are two staff members on leave, if they are added the ratio will
be one staff member for every 26 students which is adequate. The
department benefits from the help of five members from tourism dep. and 24
languages lecturers from other faculties and 13 staff members for different
sciences from other faculties.
Regarding the teaching assistants, the ratio is one assistant to every
118 students. The number of the teaching assistants is nine, after adding
assistants on leave, the ratio will be one assistant to each 82 students, which
is adequate.
Twenty-four members from inside the department are teaching twenty-
nine courses from forty-one courses (71% from the total number of courses).
Twenty eight members from the other departments inside the faculty and from
the university, teach twelve courses (29% from the courses total number).
Accordingly, the number of staff members is adequate for teaching
specialization courses.
As for teaching languages, there is clear shortage; the help of lecturers
from other faculties inside the University should manage that.
Library:
The library contains 14553 books, 18 Arabic periodicals, 24 English
periodicals, 23 foreign languages periodicals, and five computers for internet
searching. Copies of some specialized books are insufficient. Concerning
working hours, they are adequate, as the library is open from 9 a.m. to 2 p.m.
and from 3 p.m. to 6 p.m. The library's budget is L.E. 18000 and they are used
mainly for buying books for the three departments.
The following suggestions could be recommended to raise the
standard of the library:
* The electronic indexing method should be applied.
* Shelf indicator methods should be developed.
134
* The budget allocated to the library for buying foreign textbooks and
periodicals should be increased.
* Films and show slides for historical and tourist sites are needed.
Regarding the library's equipment, there are three computers, five
printers, and two photocopying machines, one of which is new and the other
is old, and cannot be depended on, and it is always in need of ink.
It should be noted that there is a special computer program used in the
library, which facilitates the usage of the digital library of the University, and
offers the brief contents of many scientific resources. But the data base
access does not work efficiently.
Laboratories and equipments:
The faculty has two educational kitchens, they are not well equipped.
Besides the lecture time is not enough to provide the required time for each
student to have adequate training.
There are two computer laboratories, they are provided with adequate
light, and they are air-conditioned. They contain 40 devices connected with an
internal network. There is another lab that has ten computers linked with the
internet.
The number of computers is not adequate, so the students are divided
into groups. The lab should be equipped with special programs for the tourism
and hotel business and SPSS system.
The lab has the required technical staff and the University provides
technicians for periodical amending and repairing.
Languages laboratories:
The language laboratories are not enough at all. There is only one lab
that serves the different languages, English, French, German, Spanish and
Italian. It is equipped with 40 computers for 40 students, which is not enough
in comparison with the students’ number that exceeds 200 students per
group. This lab should be equipped with audio-visual aids and SPSS MINI
TAB. The required technicians are going to be provided to be able to achieve
the required objectives.
Lecture Rooms:
The faculty has 17 lecture rooms, with a carrying capacity of 2000
students, two of which are air-conditioned - and a training hall for the hotel
135
management department, which can take up to 50 students. The students of
some grades are divided into groups. The carrying capacity of the teaching
rooms is not fair in comparison with the students’ total number. The rooms’
lighting and ventilation are almost adequate, but there are rooms in need of
air condition during summer.
4- Student feedback:
There is no system for the evaluation of the students except some professors
who take this. First evaluation is through QAAP.
For Student's opinions in QAAP.
QAAP union disrupted 127 Application on sections of the 3 departments and
refused 51 Application because there is no full answers in it and 66 analysis.
For the education and learning means, the teaching means are lectures and
other means, the majority of the sample refers that the professors don't care
about students who gained.
For using technical system during the practice of scientific research sections
which play an important role in presenting for students which contributes in
information delivery to students as it obvious that the usage of these methods
is happened irregulars.
As the teaching field depends on lectures more than preparing workshops
team works.
Strong and weak points in quality of education opportunities:
Strong points:
- All students have the right to participate in developing activities and in
demanding academic support.
- Quality control unit in the faculty is working for improving teaching and
learning process in the faculty.
-Levels of success have been achieved with accepted rates.
- Students educational textbooks are available at the faculty bookshop for
most of the curricula.
- The performance of the students art, social and athletic activities are satisfactory.
- The faculty staff members are qualified.
- Regarding educational resources, there are computer and languages labs
and a library.
- There is two equipped educational kitchens.
136
Weak points:
- There is not a system for encouraging outstanding students to help
increasing their performance.
- The number of the teaching halls is not enough in comparison with the
increasing number of students.
- The faculty total space is not enough in comparison with the students’ total
number.
- The labs should be improved according to the labor market needs.
- There are some educational books that are not available at the faculty
bookshop.
The plan
Activity
1.Reducing students’ numbers.
2.Providing software programs needed for the faculty three departments.
3.Providing highly equipped labs needed to raise the educational process
standard.
Attachments:
• Staff members’ statistics.
• Faculty resources statistics.

• Students evaluation statistics.
137
Seventh:
Quality Management
138
Quality management and enhancement
The faculty follows up and improves the following aspects to achieve
the overall aim of the faculty:
1. Different educational professional programs.
2. Postgraduate programs.
3. Students engagement in activities in different fields.
4. Community involvement.
5. Monitoring and enhancing quality of learning and teaching
through the quality assurance unit in the faculty.
1- The faculty vision for enhancement:
The faculty has to set strategic objectives to raise the performance
standard of the different educational elements: students, staff members,
teaching assistants, administrative staff and the faculty educational resources.
Students:
Reducing students’ numbers, by selecting the good ones only, through
activating the personal interviews conducted with new students.
Educational plan:
 Adding rare languages courses, especially in the guidance department.
 Encouraging agreements with international and regional universities
and institutions for students and staff members exchange.
 Constant improving and reviewing of the research plan.
 Holding agreements with tourism and airline companies to train the

faculty's students in the summer vacation.
 Reviewing the academic standards regularly.
 Improving the faculty's educational plan according to the international
variables and the labor market needs.
Staff members and teaching assistants:

 The staff members should be trained on the advanced airline
companies and travel agencies computer programs.
 Teaching assistants should be well trained to be able to teach
effectively in the future.
139
Administrative staff:
 Raising their performance, through the University training courses
held to achieve this purpose.
 The computer lab employees should be more trained.
 Extra information technology employees should be provided.
Educational resources:
Providing computer devices for the three departments.
Constant monitoring for teaching devices and equipments to
achieve work efficiency.
Others:
 Annual scientific conferences are held.
 Community acquaintance with the faculty's role and importance.

 Providing electronic database that contains the faculty resources,
staff members and students.
 Providing the library with video tapes and CDs about the tourism
industry (hotels –travel agencies- airline companies, historical and
archeological sites)
 Increasing workers concerned with faculty cleanliness.
Regarding the mechanisms for monitoring the effectiveness of learning
and teaching in the faculty, the quality assurance and accreditation
program in the faculty is handling them. This is through reviewing and
monitoring academic programs and offering recommendations in this
concern, in addition to analyzing the students' satisfaction questionnaire
as well as the stakeholders' questionnaire.
2- The extent of temptenenting the University policies:

The faculty is working under the umbrella of the University legislation,
regulations and policies.
3- The extent of the gain the county Engagement with the stakeholders:
The faculty is cooperating with stakeholders by their share in the
faculty council and responding to their views in the enhancement, in addition
to mutual participation in conferences. It is worth mentioning that there are
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questionnaires distributed at some members of stakeholders and results
indicated that the industry requires the following for enhancement:
1. Graduates should be highly trained practically.
2. Personal skills are very important in working in this special type of
work that depends mainly on dealing with different personalities.
3. Graduates should speak foreign languages fluently.
The previously mentioned points indicate that the graduates are not up
to the standard from the labor market point of view, and this should be taken
into consideration in improving the quality of education in the faculty.
The industry will not be able to train these large numbers of the
students, so training should be organized by the faculty itself through its own
travel agency and hotel and also through the usage of simulation technology.
4-The extent of the effectiveness of the internal review system for

quality assurance:
The quality assurance and accreditation unit in the faculty started its
work in December 2005, and it contributes through revising and approving the
mission statement of the faculty and preparing program books containing the
course specifications and reports. Program monitoring did not start until now
and it will take place after finishing the annual report.
5- The issues arising from external review report:

The faculty has procedures and policies for the assessment of overall
student performance will be applied next year. The external review report
indicated the following:
Tourism studies department:

- There are many courses that fulfill the overall aim of the program.
- Curricula basic skills and contents are well stated.
- The participants are well acquainted with the importance of learning
languages in the tourism field.
- Computer courses are essential in all grades, which is a good indicator.
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The weak points are:
- Environmental courses are not included in spite of their importance in the
tourism field as well as human resources management and electronic
marketing.
- Teaching languages depends mainly on lectures and the languages lab is
not employed enough.
Tourism Guidance department:

- The participants are well acquainted with the importance of languages
learning in the tourism field especially for tourist guides.
Weak points:
There are some courses that should be added as quality management, public
relations, Egyptian environment, art history and first aid. There are also some
specific contents that should be added to some curricula.
Hotel management department:

- Curricula basic skills and contents are well stated.
- The participants are well acquainted with the importance of languages in the
tourism field.
- Computer courses are essential in all grades, which is a good indicator.
Weak points:
-There are some courses that need to be renamed, and the learning hours of
some courses need to be increased such as hotel management, public
relation and human resources.
- There are shortcomings in some curricula as those of the human resources,
geography and environment.
- Hotel field special terms should be taken into consideration in the language
courses.
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Stakeholders and students feedback:
Tourism Studies programme:
Undergraduates from the different grades:
- Summer training courses are not effective, because of the students’ large
number. There are also many companies that refuse to train students
because they feel there is no benefit gained from that.
- Students’ language skills are not up to the required standard.
- Audio-visual aids should be employed in the teaching process.
- Students research skills need to be increased.
- Interaction between the staff members and the students needs to be
enhanced.
Students at level four (Questionnaire)
- No attention is paid in travel agencies and airline companies to training the
students.
- No cooperation exists between the faculty and employment market to solve
the problem of the unqualified level of graduates.
- Travel agencies and airline companies do not offer any job opportunities for
graduates for the above-mentioned reason.
- Evaluating the effectiveness of summer training is inadequate.
- Activating the effectiveness of personal interviews to select the best students
of comers.
Graduates:
- Students' language standard should be increased.
- Required field skills of the students need to be improved.
- Getting use of the experience of tour operators in setting the contents of the
practical courses.
Stakeholders (labor market):

- Computer skills of the students need to be improved.
- Communication technology should take place in the program.
- Students’ general knowledge should be improved.
- The big number of students relatively affect the effectiveness of summer
training.
- Setting required professional skills.
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- Paying attention to the skills of dealing with students.
Guidance department:
Undergraduates
- Rare languages courses need to be added as well as computer courses.
- Educational visits and trips need to be increased.
- Interaction between the staff members and the students needs to be
enhanced.
- Students should be prepared to deal with the external labor market.
Students at level four:

- Developing language skills.
- Deficiency in learning computer skills.
Graduates:
They stated that specialization courses (i.e. history and archeology) are very
important and on the contrary courses such as tourism and transportation are
not important.
Stakeholders:
- The graduates’ language and computer skills are not up to the standard.
- Rare languages are needed in the labor market.
- Graduates attitudes and appearance need to be improved.
Hotel management department:

Different grades students:
- Computer and languages skills need to be increased.
- Training is not efficient.
- No training opportunities are available at hotels.
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Students at level four:
- The faculty hotel is not adequate for efficient student training.
- Languages lab is not well equipped.
- Most of the educational courses are in Arabic.
Graduates:
- Inadequate educational level of language courses which leads to in
appropriate linguistic skills.
- Lack of new language computer skills.
- Obstacles facing summer training resulting in inappropriate results.
- Problems facing the educational system in the faculty regarding the with
library ineffectiveness, application of information technology, the increase in
number of students, ineffective personal interview.
- Lack of learning computer skills.
- Hoteliers do not play any part in setting the contents of practical courses.
Stakeholders:
- The graduates’ language and computer skills are not up to the standard.
- Graduates' attitudes and appearance need to be improved.
- Summer training is ineffective.
6- Reviewing the last enhancement action for action for impoving the
quality of education plan:
It is suggested at the end of the faculty annual report that to some curses
need to be taught in English and accredit by the academic department.
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Strong Weak and points:
Strong points:
- The existence of QAAP unit at the faculty.
- Quality control system has been set to guide the
improvement mechanism.
- The faculty applies the University policy and legislation
neatly.
- The interaction between stakeholders and the faculty
members plays its role, and this is by the participating of some of
the stakeholders members in the faculty council.
- QAAP unit has finished the main reports, which helps in
supporting quality control system.
- The external reviewers have identified weak and strong
points.
Weak points:
-There is no strategic plan for improvement in the faculty.
-Some regulations need to be developed.
-The absence of a system for monitoring the faculty and staff members.
performance (before QAAP unit).
-There is no fund to finance the quality control system after the project.
Activity
1- Applying the quality assurance program at the faculty.
2- Improving the faculty regulation.
3- Setting a mechanism for quality assurance at the faculty.
4- Improving curricula according to views of the students,

stakeholders and external reviewers.
146
147
Eighth: Research and
Other Scholastic
Activities
148
Introduction:
The policy of the Faculty of Tourism and Hotel Management is to offer
the opportunity of creation and innovation in researches and studies. These
researches are done under the umbrella of the department of research and
high scholastic activities. Here the department offers some topics for the
students to guide them in their choices. These topics are estimated from the
recent researches world wide as well as the need of our community. They try
to serve the society’s needs and solve some of the obstacles that face the
tourism industry. This department is supervised by the vice-dean of graduate
studies and research.
This department offers a programme to teach the students the
techniques and tools to develop their research abilities through the research
technique program, offered to the students who are preparing the master
degree, as well as some courses offered to the faculty members (members of
educated staff) by the FLDP department in the University.
Under this department of research, the faculty has a committee for
graduate studies that provides a written system of information which includes
all researches done by other means of education. Unfortunately, the work
done in this department is done manually; it is not yet done on the computer
yet.
We do not have an information system that encompasses all
researches done by or published by the members of staff. This is done
through the required documents for promotion. Therefore we require the
formation of a computerized system for bounding, all these researches.
(I) Research Plan:

The procedures for the construction of research plans:
The research plan for the three departments of the faculty is organized
through each department under the supervision of the head of that
department. It is then reviewed and declared through each department’s
council and then agreed upon by the faculty’s council.
149
The graduates of each department submit their proposals to the head
of the department, and to each staff member of the same department. The
proposals are then discussed and approved through a seminar assigned by
the head of the department.
Researches are then approved by the faculty council.
The Plan for the Tourism Department:

• The developed technology in tourism.
• New trends in marketing.
• Quality of tourism services.
• New trends in sustainable development and the environment.
• New trends in planning.
• New trends in management.
• The tourism ethics and moralities.
• New developed ways of tourism statistics.
• New aspects and concepts in the tourism studies.
• New techniques in learning tourism.
The Plan for the Guidance Department:

• The pharaonic civilization, monuments and history.
• The greaco Roman civilization and monuments.
• Coptic art and monuments.
• Islamic art, civilization and monuments (Art, Ethics, inscribe, and
photography)
• Islamic history along different eras.
• Modern and developed history.
The Plan for Hotel management Department:

• Quality of food menu and its coordination with different tourist
segments.
• Comparative study between the modulations of quality of hospitality
service.
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• Evaluations of hotel statistics, and its use as a base for
management decisions.
• Obstacles of hotel development in resorts.
There is always an integration, harmony, and continuity between the

three academic departments. This is shown through the joint supervision.
The procedures and techniques of submitting research projects are
according to the legislations and standards of promotion as well as the
standards of disputation of accepting the thesis of masters and Ph.D.
degrees. After forming a committee for disputation and a letter of acceptance,
and the approval of both councils, the degree is then granted.
(2) Participation of faculty members in research activity:

The number of faculty staff members is still growing, to compensate
that they focus on the most developed, creative and useful topics locally,
regionally and internationally. But as for the staff members, researches are
submitted to the subject committee of promotion.
NOTE: There is still lack of using technology in enumerating all researches

submitted; therefore we assume that this number given here is less than the
real number of researches.
The overall number of researches is about 245 submitted in local and
international journals as well as conferences.
As for conferences attended by faculty staff members, there is not a
qualified technique for surveying all local, regional and international
conferences but we provide an assumption for this number.
Local conferences.
75 international conferences.
These conferences were attended by 9 faculty members.
The university has recently provided some courses for the faculty
members as to improve their research techniques, but we still do not have
joint researches between the three departments.
Faculty Departments Number of research
Tourism Department 105 research
Tourism Guidance Dep. 80 research
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Hotel management Dep. 75 research
(3) Awards offered by the Faculty:

Degree offered Tourism Dep. Hospitality Dep. Guidance Dep.
1st Diploma 26 21 52
2nd Diploma 11 14 68
Pre masters 32 35 31
Masters 23 49 47
Ph.D. 19 29 18
Total 111 148 216
It is obvious that the faculty offers diplomas in all fields of interest for graduate
research careers.
(4) Current award offered by the institution:
Unfortunately, there is not a developed electronic base provided for the
enumeration of these these, but we gathered them from registration files.
Tourism Dep. Hospitality Dep. Guidance Dep.
140 42 55
In addition to 237 Master and 55 Ph.D. theses awarded in different languages.
(5) Sources and level of the Research Funds:

There is a budget for research activities provided by the University, and
distributed among different faculties according to their needs. It usually helps
in paying part of the overhead costs of publishing researches in local and
international conferences. Also any staff member can regain some of the fees
paid for publishing and arbitration of maximum 2 researches per year.
Although there is the budget of the University which encourages the staff for
research, still there is an amount of 320 Egyptian pounds found in the
faculty’s budget for this field.
152
(6)Published researches in conferences and Periodicals:
Number of researches published in local and international conferences …….
20 papers.
Number of researches published in local journals ……. 20 papers.
Number of researches published in international journals…. 25 papers.
Note: These numbers are not according to accurate statistics survey.

(7) Contribution of faculty members in seminars and conferences:
The staff of the faculty tries to join local and international conferences,
they attended 5 local conferences and 17 international by 9 staff members
from the three departments.
Note: These numbers are not accurate, and we assume that the figure is
higher due to the lack of computerized statistics.
(8) Review of the last recommendations for research enhancement:

The University is trying to encourage the staff members to submit
research papers and to join in conferences by offering rewards for the unique,
special and most advanced papers. Also there is always notification of the
rewards offered by the government for such researches whether certificates
or payable rewards.
Points of strength and weakness:
Points of strength
• The presence of a research plan.
• The compatibility of most of the research plans, research
systems and topics with the recent developments in the fields of
Tourism, Egyptology, and Hospitality management.
• Most of our master and Ph.D. theses are serving both the
industrial field as well as the community.
• There is an issued academic system for research published and
known to the students and staff.
• The attendance of the staff members in effective conferences.
• The ability of the staff members to publish in well known
periodicals.
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• Offering financial and emotional support to the most significant
researches presented in conferences to serve the community.
Points of weakness:
The unavailability of a computerized system for an organized base of
researches published by the faculty members.
The lack of completeness and co-operation between the three different
departments of the faculty.
The unavailability of a system to cover all conferences attended by
staff members.
There is not a well developed system of survey to include all master
degrees or Ph.D. degrees offered by the faculty.
The Plan:
The Activity
1. Developing an electronic data base that includes:
A) Number of researches published by staff members.
B) Survey upon all conferences attended by staff members.
C) Survey of master and Ph.D. degrees.
D) Survey of all the journals and periodicals that can serve in research
publishing.
2. Forming an assessment of the research budget.
3. Encouraging the joint researches between departments.
4. Forming a set of courses for staff members to develop their abilities and
encourage them to participate in conferences and international
conventions.
Attachments:
• A photocopy of the information available for master and Ph.D.
degrees.
• A photocopy of the number of students enrolled in the post
studies.
• A photocopy of the list of researches done by staff members.
154
Ninth:
Community
Involvement
155
156
1- Contribution of the institution in Community, Society and Environment.
The faculty has a clear strategy for community service. It has a vice
dean for community service and environment development. This role has
been effective since the assessment done by the quality program surveys
achieved by its staff members. Through the survey and study done for the
market needs as well as the demands of human resources needed by the
tourist industrial enterprises it, was clear to identify the needs and
qualifications of the business market. Also there has been a prepared
program for co-operation between the faculty and the tourist market to
emancipate a well trained and developed graduate.
Unfortunately, there has not been a unified assessment done to
evaluate the effect of service over the community. This is due to:
• The deficiency in providing a full enumeration for these services.
• The deficiency in providing statistical data for measuring these
services.
Now, this process of the measuring of the market needs is achieved
through personal interviews and questionnaires distributed among selective
members of tourism enterprises.
The Faculty’s role in serving the society:

The faculty has provided a committee for career and training
assessment, as well as computer labs for training students on the ICDL
programs. Also the faculty has prepared a program for faculty graduates with
the University for training.
The faculty had a unique role in serving the society, as it helped in the
unemployment program done by the Ministry of Tourism through providing
some programs for the elevation of graduate standards of qualifications to
meet the market needs from 2001 till 2005.
Also through the corporation with the Ministry of Foreign affairs in

providing educational programs in the tourism industry for African and
Commonwealth countries from 2002 till 2007.
157
Unfortunately, there is not any documentation for the role played by the
faculty staff members with the Ministry of Tourism which offers some lectures
about the most recent concepts and topics in the industry for its employees.
As well as providing the catering service for some conferences held by
the University in our faculty.
As for the faculty's services internationally, we signed a protocol with

the Italian University of “Palermo” for accomplishing a joint master degree
program. Also another agreement was attained with “Arab Union of air
Aviation” to prepare master degree programs, not to mention the several
participations and work assessments done by some of the international
organizations such as the WTO and the International Union of Technology in
Tourism and Travel.
Here is a list of some of our accomplishments:

• In 1999 several sessions for training were accomplished through
our faculty for students from the tourism and hotel management
institutes in Sanaa and Adan located in Yemen.
• Another program was achieved for training some Palestine and
Jordan guides with the corporation of George Washington University in
1997.
• Providing programs for graduate guidance studies from 1984 to
2002.
• The programs achieved with the Ministry of Foreign Affair from
2002 till 2006 (mentioned above)
• The program done with the Ministry of Tourism since 2001 till
2005 (mentioned above)
• The hospitality of some visitors coming from different Arab and
foreign countries in 1997.
Conferences:
Many conferences have been held by the University in the hotel hall
room.
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Seminars:
Many seminars were held at our faculty about the environment, culture
and many topics that interest the students and staff. We have invited:
• Dr. Ossama El Baze
• Dr. Ahmed Fathy Sorrour
• Dr. Mostafa El Fiqy
• Dr. Ahmed Amr Hashem
(2)Evaluation of end users for community service quality:

There are not any statistical documents over several services except a
word of thanks or a letter of recommendation.
(3) Reviewing of the last recommendations for community services

enhancement:
There are some accomplishments done through the Vice-Dean of the
Community Services and Environment Development:
(a)The issuance of the electronic faculty magazine:
The idea of forming a magazine to discuss the recent issues and topics
in the field of tourism and hotel management that can be a guideline for
students and staff members as well.
The steps taken to accomplish such aim:

• The formation of a staff of organizers.
• The formation of the magazine strategy.
• Distribution of assignments for faculty staff members to prepare
their essays.
We issued three issues and placed it on the university’s web site on the
internet.
(b)The issuance of an informative CD for the faculty:

A CD was prepared for 10 minutes to show the three departments of
the faculty in Arabic and English languages with some pictures of the faculty.
159
(c) The Project of employing graduates:
• The preparation of an informative electronic data base of
information about graduates of the year 2005/2006.
• The preparation of a manual informative base of information
about graduates of 2003/2004.
• Joining the yearly convention done by the University for
Graduate Employment.
• Preparing and supervising meetings with “Americana Company
for Food Products”, “Akhenaton Tourism Company”, “Egoth” for tourism
to meet the students and receive their CSVs.
• Achieving an agreement with the Kuwait airlines for training
some of our students.
(d) The formation of an electronic data base:

• Documentation of staff members.
• Documentation of employees working in the faculty.
• Documentation of the students enrolled in the fourth year in the
faculty (year of graduation) for the year 2005/2006.
• Documentation of all the equipments and instruments used in
the faculty.
(e) Service provided for students in the faculty:

An extra photocopier was provided to accelerate the process of
photocopying service for the students of the faculty.
(f)Environmental Services:
• Forming the environmental documentations for the faculty.
• Publishing a number of environmental signs for awareness in
the faculty.
• Arrangements were carried out by the faculty staff to discuss
environmental issues during their lectures.
160
• During the week of environmental awareness done by the
University, many brochures and fliers were distributed among the
students.
• Awareness programs were offered for the surrounding
establishments to join in the environmental awareness program.
(g) Seminars:
• The preparation of a seminar about tourism and the
environment.
• The preparation of a seminar about the developed technologies
in tourism and how to use then in this field.
• A lecture was prepared with Americana Food Company as to
talk about the field of work and qualifications needed for graduates.
(h) Community service:

A visit was arranged to Refaa El Tahtawy School to talk about our faculty and
its role in serving the society.
(i) Developing working power in the faculty:

• A survey was done over employees to know their demands and
work assignments and regulations.
• Trying to provide computer programs for staff members and
employees of the faculty.
(j) Management arrangements:

• Staff members are notified of all conferences and conventions.
• Arranging a job description for the Vice-Dean of Community and
Environmental Services.
• Preparing files on the computer for the documentations and
work done through this department.
Note: There is a program being arranged with the Tourism for Future
Corporation.
161
(k) Professional corporation:
A protocol has been signed with the Egyptian chamber of travel Agencies (it
has not yet been activated).
162
(l) Training field:
• Students of the faculty have been sent for training with the corporation
of the vice-dean of the university.
• Inviting students to participate in the program of the National Authority
for Education Old People.
• Spreading awareness among students about different services of the Social
funds offers.
(m) Training staff members on IT:
• A computer program was provided by the faculty for staff members for
the ICDL programs for two months.
(4) Action plan for the academic year.
(1) Activate the proposed protocol with the E.F.T.C.
(2) Enhance the employment project.
(3) Establish an electronic data base for the academic staff about conferences,
workshops, seminars they have attended.
(4) Establish an electronic data base about the service community that the faculty offers.
Points of strength and weakness:
Points of strength:
1- Develop a protocol to cooperate with the industry representatives (E.F.T.C.)
2- Holding workshop and seminars at the local and international level.
3- Training of the non academic staff for the ICTP.
4- Spreading awareness about the tourism industry through the mass media (Radio – TV –
Journal - articles).
5- The hospitality of schools' students to learn more about our faculty objectives and facilities.
6- Establish an electronic data base about tourism industry (demand and supply) to enhance
the electronic recruitment.
7- Prepare a booklet about the staff members.
8- Issuing the first electronic magazine at the faculty website.
Points of weakness:
1- There is no electronic data base for the feedback of the previous training
courses conducted at the faculty.
2- There is no data base about the simians, conferences and workshops that the
faculty conducted.
3- There is no data base about all the community services that the faculty has
accomplished.
4- There is no data base about the essence of consultancy or services that the
staff members offered to the tourism industry and to the community.
163
5- There is no methodology or system to evaluate the end users of our
community services.
164
Tenth: Consolidated
Developmental Plan
129
Costs in Performance
Action Responsible Person Timetable
Egyptian Pound Indicators
First: Mission Faculty council and In June in each 2000 for each Text of faculty
1- Revising the mission of the faculty Quality Assurance year academic year councils decision and
regularly at the last faculty council of Unit the suggested
each academic year to implement it in the modification
next year printing, and distributing it.
Second: Governance and Department councils Janurary May 10.000 Plan text
Administration under the supervision 2008 Meetings minutes
1- Setting a five year strategic plan for the of the faculty council
faculty. It should be divided into five
annual plans.
2- Setting annual plans derived from the Department councils June 2008 5000 Plan text
strategic plan and divided into priorities under the supervision Meetings minutes
of the academic year 2008/2009. of the faculty
3- Creating a clear effective system for Vice-Dean for February 2008 10.000 System regulation
studying students, problems and Education and system documents and
identifying means of dealing with them. Student Affairs reports
(student committee)
4- Establishing electronic database Registrar March 2008 15.000 CD Rom includes
concerned with the administrative database
130
regulations of the faculty
5- Setting a plan for improving the Faculty September 2008 2000 The plan
infrastructure of the faculty administration
Third: Staff Members Department councils June 2008 2000 - Plan Text
1- Setting a strategic plan for improving Faculty council - Meetings minutes
the abilities of the staff members for the
next five years 2008-2013. This plan is
derived from the faculty's strategic plan.
2- Providing staff member rooms (three Faculty council August 2008 30.000 Six computers are
rooms) with two computers connected available at these
with the internet. rooms.
3- Training staff members on the newest Tourism studies September 2007- 15.000 Training plan of staff
programmes of work or at travel agencies department council 2008 members
and airline companies
4- Training staff members on the newest Tourism studies September 2007- 15.000 Training plan of staff
programmes of teaching methods. department council June 2008 members
5- Training staff members on quality Quality Assurance September 2007 15.000 Training plan of staff
assurance conditions necessary for Unit – June 2008 members
131
accreditation
Fourth: Educational programmes Faculty council September 2007- 500 Copy of the old
1- Completing the rest of the procedures June 2008 regulation
necessary for the implementation of the A copy of the new
new course regulation in the academic regulation
year 2008-2009. Copy of letter
2- Dealing with the Ministry of High Faculty council February 2008 -- Copy of reply
Education for decreasing numbers of new Copy of letters
students at the faculty.
3- Setting a clear, renewed educational Faculty of literature Faculty of 2008 500 Copy of reply
plan for the courses of untraditional Heads of scientific Meeting's minutes
foreign languages to be implemented in departments Copy of development
the academic year 2008-2009 plan
4- Teaching new, untraditional foreign Guidance Department April 2008 30.000 Plan of the suggested
languages such as: Chinese, Russian, and council languages necessary to
Koreyan languages. be taught.
5- Creating a committee for increasing Vice-Dean for December 2007 2000 - Copy of letters
132
training opportunities for students Education and - Copy of minutes
student affairs - Decision of
committee creation
and formation
6- Creating a committee for graduates Vice-Dean of Society December 2007 9000 - Decision of
Service and committee creation
Community - Names of the
members
- Copy of letters
- Meetings minutes
7- Establishing a database concerned with Vice-Dean for September 2008 25.000 CD Rom including
all students at the faculty Education Student data of the students
affairs
Fifth: Academic standards Heads of scientific September 2007 5000 File of report
1- Distributing report specifications on all departments Quality specifications
staff members and of courses conformity Assurance Unit
with study plans.
133
2- Distributing course specifications on Heads of Scientific September 2007 5000 File of course
all staff members and being certain of Departments Quality specifications
courses conformity with study plans Assurance Unit
3- Carrying out a field study to identify Heads of Scientific April – July in 2000 - Copy of the
students' opinions upon different items of Departments each year questionnaire form
the educational process. Quality Assurance - Report of results of
Unit the questionnaire
forms
4- Carrying out an external evaluation of Heads of scientific April – July in Copy of reports
all the items of the educational process departments each year
Quality Assurance
Unit
5- Fulfilling the process of course Heads of scientific August in each Course specifications
specifications departments year
6- Fulfilling the process of programme Heads of scientific August in each Programme
specifications departments year specifications
7- Setting statistics that clarity the failure Vice clean of July – August in - Copy of failure
percentage at each course and writing a education and student each year percentages
134
report about the reasons of either the affairs - Copy reports
increase or decrease of this percentage at - Meetings minutes
each course.
8- Setting a plan for providing the faculty Faculty August 2008 Copy of the plan
with new teaching and learning resourses. administration
9- Completing declaration procedures of Quality Assurance September 2007- 5000 - Documents of quality
quality assurance system System June 2008 assurance
- Action plans
10- Completing the plan of awarding staff Quality Assurance September 2007 5000 - Quality documents
members, their assistants and employees Unit – June 2008 - Action plans
with quality principles. - Reports
Sixth: Quality of learning opportunities Faculty The next year
1- Decreasing the number of new students administration
joining the faculty in the future University
administration
2- Providing the faculty with new, Faculty 20.000 The availability of the
specialized Software's necessary in administration programmes
tourism and hotel fields
135
3- Providing the faculty with new Faculty 75.000 Providing the
equipments and laboratories necessary for administration equipments after
setting the financial
developing educational facilities plan
4- establishing a virtual reality lab Faculty 75.000
administration
5- Purchasing five data show Faculty 50.000
administration
Seventh: Quality Management and Quality Assurance August 2007 Reports concerned
Enhancement Unit with following the plan
1- Following up the action plan of the
quality system at the faculty
2- Completing the declaration of the Quality Assurance September 2007- Quality reports
quality system as previously mentioned in Unit June 2008
item number six.
3- Completing procedures for the Faculty Council September 2004- - Copy of the old
implementation of the new educational June 2008 regulation
regulation as previously mentioned in - Copy of the new
136
item number four. regulation
Eighth: Researches scientific activities Vice-Dean of Post February 2008 25.000 CD Rom including
1- Establishing a database including Graduate and data
researches of staff members and their Researches
assistants.
2- Setting a form for the suggested Vice–Dean of Post March 2008 1500 - Meeting minutes
balance sheet of the scientific researches. Graduate and - Copy of the balance
Researches sheet
3- Setting a plan for cooperative Vice-Dean of post March 2008 1500 Meetings minutes'
researches faculty departments Graduate and Copy of the plan
Researches
4- Contracting with international Vice Dean of post September 2008 70.000 The available
scientific specialized Periodicals Graduate and Periodicals at the
Researches Library
Copies of contracts
5- Paying attention to research topics Vice Dean of post December 2007 A copy of the
concerned with improving tourism Graduate and suggested topics
137
education Researches
6- Completing the plan of increasing the Department Councils September 2007 25.000 The available text
scientific text books and references at the Registrant June 2008 books and references
library at the library
Ninth: Community Involvement Vice Dean of Society March in each Copies of meeting's
1- Activating the cooperation protocol Service and year minutes protocols
with the Egyptian union of tourism Community
chambers.
2- Establishing a database including the Vice Dean of Society March in each 20.000 CD Rom includes data
available training courses, educational Service and year
programmes and conferences organized at Community
the faculty.
3- Establishing an electronic database Vice Dean of society March in each 20.000 CD Rom includes data
including different services that the Service and year
faculty offers to the society Community
4- Creating periodic international Vice Dean of post September 2008 2000 Creating and
scientific journal in the field of tourism Graduate and publishing the journal
138
and hotels Researches
5- Paying attention towards activating the Faculty Council in August 2009 30.000 Refurnishing and
role of the faculty's travel Cooperation with operating the travel
Tourism Studies agency.
Department
6- Studying reequipping and operating the Faculty Council in Plan of reorganizing
educational hotel to receive guests: Cooperation with and operating the hotel
Hotel Studies
Department
a- Improving the educational hotel Faculty Council in 800.000
Cooperation with
Hotel Studies
Department
b- Improving the educational kitchen Faculty Council in 150.000
Cooperation With
Hotel Studies
department
139
c- Improving the laundry Faculty council in 50.000
cooperation with
hotel studies
department
7- Developing the faculty's website on the August 2009 20.000 The website exists
internet
140

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Annual Report 2005-2006

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QUALITY ASSURANCE AND ACCREDITATION

FACULTY OF TOURISM AND HOTEL

SECOND ANNUAL SELF EVALUATION REPORT

ITEM PAGE NUMBER

On behalf of the faculty of Tourism and Hotel Management, the

Thanks are further extended to Professor Doctor Ahmed Abd El Kerim

Thanks are also due to a number of key persons in the national

Dean Project director

Name of the institution Faculty of Tourism and Hotel Management

Committee Name and/or position of person in charge

Steering committee (CHAIR)

Tourism education first started in Europe by the middle of the 19th

By the end of the year 1967, The Ministry of Tourism established a

More recently, Ministry of Higher Education established an institution

Later on, the Supreme Council of Universities (SCU) approved the

In addition, about twelve private tourism higher institutions have been

Helwan University is located in the city of Helwan which is one of the

Since its establishment upon the presidential regulation issued on

The university is run under a pre-determined mission and vision. The

ABOUT THE FACULTY

The unit aims at achieving the following objectives:

2- The mission statement:

In accordance with the above-mentioned mission statement, the

The Faculty of Tourism and Hotel Management aims at improving its

The mission statement was then published and distributed on the

3- Reviewing/updating the faculty's mission:

In terms of the strength of the current mission and vision statements, a

As for the weaknesses of the faculty's mission and vision statements,

• Academic departments’ councils:

The Vice-Dean is appointed in this position through the process of

 Heads of Academic Departments:

In terms of recruitment in and promotion to higher positions within the

First: Recruitment and promotion of academic staff members

In another five-years time, the associate professor has the right to

Second: Promotion of non-academic staff members

3- Effectiveness of policies, system and practices

4- Responsiveness to changing priorities and emerging

5- Contribution of recent improvement

6- Review of the impact of the previous improvement

6.3- Proposed action plan:

The faculty comprises 59 members - 18 members of them are currently

All staff members contribute in the following tasks:

Statistics on assistant staff members are represented in the following table:

2- Adequacy of the staff members and the assistant

• Department of Hotel Management:

As shown above, the number of teaching staff is adequate concerning

o Hotel Management department

o Tourism Guidance department

* The department of tourism guidance, like the other departments of the

C- Work Contribution in the society

D- Staff inadequacy or overstaff ratios at each discipline

E- Faculty policies responding to issues of staff inadequacy or

As for the problem of Hotel Management department, to reach the

4- Reviewing policies executed to develop capacities

It is difficult to claim that the faculty has a specific policy to develop

4.2- Points of weakness

The faculty possesses academic reference criteria including program

The academic department supervises, edits and monitors the

The faculty has a number of directories on program description, program

1.1- Percentage of graduates against each grade

The percentage of students who passed is 94.1% which is relatively

The percentage of students who passed has reached 91.9% which is

1.2- Available current educational programs