Fifth Year Maintenance Report - AACSB - The University of Texas at ...

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U/COB Goal 2-2: Continue to partner with the San Antonio Ecumenical Center in their annual Businessin Ethics Awards.Accounting Sub-goal: Expand the number of instructors who can teach Texas State Board of PublicAccountancy (TSBPA) approved ethics courses.The increasing number of accounting majors is straining the capacity of our TSBPA approvedethics courses. Receiving approval for more business ethics instructors to teach these courses willrelieve the pressure on our existing instructor.The College of Business also has several Vision/Goals Initiatives that do not fall under any of theother categories listed. The department supports these goals with the following initiatives.COB V/G 1: Increase diversity of doctoral students to 25%.Accounting Sub-goal: Have 1/3 of every doctoral class be composed of minority students.The department has met this goal in the past and will strive to meet it in the review period.COB V/G 2: Add two endowed chairs per department.Accounting Sub-goal: Within 3 years add one endowed chair in accounting.The availability of endowed chairs enhances the ability of the department to recruit and retainhigh-quality researchers, which is a major mission thrust of the department. Creating one more chairedposition as well as filling the Ramsdell Chair will support the mission.Describe the strategic management planning process of the accounting unit.The Department of Accounting engages in a formal strategic planning process every five years.Because the Department of Accounting is a fully-integrated component of the College of Business andthe University of Texas at San Antonio, the strategic planning process in the department occurs afterthose two entities that are above it. Thus, this strategic plan not only represents the goals andobjectives of the stakeholders of the department, but also integrates those initiatives from the Collegeof Business, and to a lesser extent the university, for which the department plays an important role.The process begins with the participation of the Department Chair and a number of facultymembers, chosen by the Dean in consultation with the department, participating in the COB StrategicPlanning Initiative, including the visioning process as described in the COB Strategic Plan. The COBStrategic Plan was completed in August 2011.On September 16, 2011, 25 faculty, staff, students and members of the Department ofAccounting Advisory Board met in a four-hour session to review and recommend items for theDepartment of Accounting Strategic Plan. At this session participants were seated at one of four tableswith a mix of participants at each table. The exercise proceeded through three different parts. First,each table did an informal SWOT (strengths, weaknesses, opportunities and threats) exercise in whichthe participants discussed the Department of Accounting and its environment. Secondly, theparticipants reviewed the College of Business strategic initiatives from the COB 2011-2016 Strategic Planand identified COB initiatives that had relevance to the Department of Accounting. Finally, the thirdpart of the exercise was for each group to identify specific initiatives that should be considered for theDepartment of Accounting Strategic Plan.The results of the September 16 planning exercise were gathered and evaluated by theDepartment of Accounting Department Faculty Advisory Committee (DFAC). The DFAC sorted,combined and filtered the proposals from the meeting into a draft strategic plan. This draft was thenpresented to the Department of Accounting faculty and Advisory Board for review and comment. After13
final revisions were made to the draft, a final version of the strategic plan was presented to the facultyand to the Advisory Board for approval. This plan is the final result of this process.As with the previous strategic plan, progress is reviewed and documented each year by theDepartment Chair and the Department Faculty Advisory Committee. A summary of the progress madeunder the 2006-2011 Strategic Plan is provided in the Appendix.Provide an overview of demonstrated continuous improvement outcomes and/orachievement of mission and goals. Summarize key continuous improvement achievementssince the last accreditation review.Using the 2006-2011 Department of Accounting Strategic Plan as a benchmark, this sectionreviews a number of examples where strategic management facilitated the improvement of theDepartment of Accounting.A strategic goal from the 2006-2011 Strategic Plan was to increase the experientialopportunities for undergraduate students. The faculty felt strongly that there was a need forundergraduate students to have an extra-classroom experience to prepare them for professionalaccounting careers. However, several forces were limiting the opportunities for students to enroll ininternships, which was the traditional route to an extra-classroom experience.The first of these forces was a change in the recruiting model used by public accounting firms inresponse to the 150-hour requirement to sit for the CPA examination in Texas. Virtually every large CPAfirm decided to use the internship as a formal recruiting tool and to limit internships to students whocould show that they would be CPA examination qualified when they graduated. Since this demandedthat a student pursue a master’s degree many students were cut out of the opportunity to do a publicaccounting internship.In addition, many of our students are non-traditional students who cannot take time off fromfamily and work commitments to do a formal internship. Also internship opportunities were limited forstudents with grade point averages below 3.00. To address our strategic initiative to increase thenumber of students having an experiential opportunity, we developed a creative response, a practicumin accounting. Working with several local nonprofit organizations we developed a course wherestudents work in consulting teams with small, mostly minority and women-owned businesses to helpthem develop their accounting skills and financial reporting. We made this practicum or an internship arequired course in the 2008-2010 catalog. The enrollment has gone from four students in the Fall 2007semester to 45 in the Fall 2011 semester. We continue to expand and refine the program by addingadditional participating client groups.A second example of how we used the strategic plan as a guide to managing our programs is theMaster of Accountancy (MACY) curriculum. In 2006, our master’s program was unfocused and includeda graduate certificate, a MBA concentration and two concentrations in the master’s program. We alsohad a 150-hour early admissions option that attracted students. Our strategic initiatives for the MACYdegree included streamlining the offerings and strengthening the 150-hour early admissions option.To that end, we eliminated the concentration in the MBA program and revised the MACYcurriculum over a four-year (two catalog cycles) period to eliminate the formal concentrations, establishrequired theory courses and add a capstone course.We also obtained funding from E&Y for scholarships for the 150-hour early admission optionand appointed a faculty mentor to monitor that program. In the last four years the number of studentsin that program has more than doubled and is continuing to rise.14
Page 3 and 4: Table of Contents1. Situational Ana
Page 5 and 6: time the number of on-campus reside
Page 7 and 8: competency examination into our pre
Page 9 and 10: 2. Progress Update on Concerns from
Page 11: The AOL program of the department i
Page 14 and 15: constituents both to assess their n
Page 18 and 19: One additional area which illustrat
Page 20 and 21: No new programs have been introduce
Page 22 and 23: provision for new PhD’s. One othe
Page 24 and 25: week of research assistance. The co
Page 26 and 27: 5. Participants: Address the follow
Page 28 and 29: program than the undergraduate prog
Page 30 and 31: We have had one truly outstanding p
Page 32 and 33: One tenure decision has been made s
Page 34 and 35: Figure 5.1FTE Faculty Fall 2006-Fal
Page 36 and 37: 6. Assurance of Learning: Address t
Page 38 and 39: most undergraduate students were in
Page 40 and 41: session students are on campus. Thi
Page 42 and 43: Table 6.2BBA in Accounting Assessme
Page 44 and 45: Table 6.3BBA in Accounting Assessme
Page 46 and 47: Master of Accountancy ProgramThe le
Page 48 and 49: techniques was created and is requi
Page 50 and 51: 3. Journal ListThe faculty evaluati
Page 52 and 53: 1. Situational Analysis (None)APPEN
Page 54 and 55: The Department of Accounting is a c
Page 56 and 57: The Department of Accounting, as a
Page 58 and 59: Department of Accounting Goal 3.Sub
Page 60 and 61: Result: In ProgressMain Action:Seek
Page 62 and 63: 6. Department of Accounting Mission
Page 64 and 65: Department of AccountingStrategic P
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I. Strategic Planning ProcessThe De
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The UTSA Department of Accounting w
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Health/Technology ThematicCOB Goal
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151617181920Improve facultyinfrastr
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Table 31-2:Five-Year Summary of Pee
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University of Texas at San Antonio
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Journal of Accounting and Public Po
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TABLE 9-1Summary of Faculty Suffici
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DEPARTMENT OF ACCOUNTINGTABLE 10-1:
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TABLE 10-2: CALCULATIONS RELATIVE T
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Table 6-4Assessment Alignment for M
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MACY Goal 3 Graduates of the Master
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PhD-ACC Goal 2 Students will identi
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PhD-ACC Goal 3Students will acquire
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