Home Nonprofit & Education Education Five Questions With: Jennifer Galipeau

Five Questions With: Jennifer Galipeau

By

James Bessette

-

09/10/2024

Jennifer Galipeau — JENNIFER GALIPEAU, dean of Johnson & Wales University’s College of Hospitality Management, says the full economic and employment levels within the local hospitality and tourism industry have not yet returned to pre-pandemic levels. / COURTESY JOHNSON & WALES UNIVERSITY

Jennifer Galipeau is the dean of Johnson & Wales University’s College of Hospitality Management. Galipeau spoke with Providence Business News about the current state of the local hospitality sector after the COVID-19 pandemic and what she feels is the sector’s greatest need. PBN: Has the local hospitality and tourism industry fully recovered from the pandemic

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Jennifer Galipeau is the dean of Johnson & Wales University’s College of Hospitality Management. Galipeau spoke with Providence Business News about the current state of the local hospitality sector after the COVID-19 pandemic and what she feels is the sector’s greatest need. PBN: Has the local hospitality and tourism industry fully recovered from the pandemic or is it still a work in progress?  GALIPEAU: The local hospitality and tourism industry has made significant strides toward recovery, but it is still a work in progress. While we have seen a robust return in areas such as travel, dining and major event attendance, the full economic and employment levels have not yet returned to pre-pandemic figures.  The need for talent at all levels – entry through senior management – within the hospitality sectors is something we consistently hear from the industry. The demand is certainly back post-pandemic, but until the talent pipeline challenge is fully addressed, full recovery will continue to be a work in progress.  PBN: What areas within the state’s hospitality industry are still struggling to get back to normal? How is JWU helping the industry recover?  GALIPEAU: Specific segments like business travel and large-scale events are still regaining their footing. These areas have faced ongoing challenges due to changes in professional habits and virtual alternatives. At JWU’s COHM, we are actively engaged in partnerships with local businesses through efforts offering our expertise to support progress toward full recovery. One example would be the collaboration between JWU’s senior-level destination management class and GoProvidence [the Providence Warwick Convention & Visitors Bureau] to promote Providence Pizza Week through social media engagement campaigns. Another would be our signature Directed Experiential Education program, where faculty and students work with an industry partner to find solutions to challenges and explore opportunities for new approaches. These collaborations exemplify the strong partnership JWU maintains with local organizations. Additionally, these partnerships are vital to enhancing our educational programs and providing invaluable industry connections for our students. PBN: Is Providence’s hospitality sector doing better than most of the state post-pandemic or worse? And why?  GALIPEAU: Questions like this are difficult to answer because they are so multifaceted. The industry’s performance can vary significantly between different locales, as each is influenced by factors such as tourist demographics, local attractions and economic conditions. For example, Newport tourism season spikes during the summer months, while Providence, on the other hand, maintains a more consistent flow of visitors year-round due to business conferences, academic events and cultural tourism. However, the large-scale events and conferences that pre-pandemic were a major component of Providence’s hospitality-sector economic engine have been slower to return in both number and size. This impacts not only venues, hotels, restaurants and travel/tourism entities but also the numerous supporting businesses that are critical to bringing these events to life and ensuring an exceptional guest experience. However, statewide, Rhode Island is well-positioned to capitalize on the growing trend of domestic travel and the return of international tourists.  PBN: What is the local hospitality sector’s greatest workforce need, and how is JWU addressing that need?  GALIPEAU: The greatest current need in the local hospitality sector is skilled labor, especially in managerial and technical roles that can navigate the new landscape of hospitality management, which includes digital competencies and sustainability practices. At JWU, we are addressing this by tailoring our programs to meet these evolving industry demands, ensuring our graduates are job-ready with practical skills and real-world experience. I am fond of saying “the hospitality industry is a sector driven by experience – the experience our guests have as well as the experiences (and expertise) that our employees bring to every interaction” – and we are committed to making sure our students gain experience through internships and employment across their entire program of study, regardless of major. In addition, through JWU’s Experiential Education & Career Services division, we partner with local industry [members] to promote part-time and seasonal employment opportunities to our students. PBN: Are there new hospitality curricula being introduced by JWU on the horizon? If so, what is new?  GALIPEAU: Yes, we are excited to introduce new curricula and programs that reflect the evolving landscape of hospitality, as well as those that leverage the inherent value of hospitality to influence experience management across a wide range of industries. We are focusing our growth in several areas. Among them are offering shorter-term programs of study, such as new Associate of Science in Hospitality Management (fall 2025) and developing micro-trainings and certificates that would be “stackable.”  Another is embedding industry certifications into programs of study allowing grads to earn a degree and more in four years. Also, developing tracks in revenue optimization, analytics and strategic improvement to prepare students to take leadership roles in diverse industry and government-sector organizations. And lastly, focusing on experience management as the heart of hospitality, and in particular partnering with JWU’s College of Health & Wellness to drive positive change in the patient experience through the emergent concept of the “concierge nexus.” James Bessette is the PBN special projects editor, and also covers the nonprofit and education sectors. You may reach him at Bessette@PBN.com. You may also follow him on X at @James_Bessette.