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

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One additional area which illustrates the use of strategic management is in department fundraising.In 2006 the fund-raising effort in the department was done through a series of eventscoordinated by the department. This required a considerable amount of departmental resources anddid not take advantage of the College Development Officer’s skills. In response to our strategicinitiatives related to increasing external support, the fund-raising activities were moved to the College ofBusiness Development Office. The department facilitated the efforts that were formulated by theDevelopment Office. All the requests for funds were consolidated into a single Corporate Sponsorprogram. The Department Chair along with the COB Development Officer began regular visits withpotential donors. Systematic appeals were developed or expanded for alumni and members of theAdvisory Board. In the first year of the program, total external funds rose to $97,000. Four years later,total external funding has risen to $156,000 and discretionary funding has grown from $37,000 to$60,000. The college has recently hired an Assistant Development Officer to work on further expandingAccounting Department external funding.It is clear from reviewing the results of all 21 strategic initiatives listed in Table 1, that while notall of the initiatives have been successful the majority have been and that the use of this strategicapproach has been highly successful in guiding the department toward continuous improvement.In Section 2 of this report there is a discussion of the response by the department to theconsultative recommendations of the 2007 report Peer Review Team. It is clear from these responsesthat the department has made a great deal of progress toward achieving an environment of continuousimprovement.A final illustration of how strategic planning and management permeates the departmentculture is illustrated by several issues related to future faculty composition. For the most part these arecaptured in the 2011-2016 Strategic Plan.Funding is limited to expand faculty resources due to the continuing economic crisis in the stateand the nation. However, the demand for our programs continues to rise. At the same time we areattempting to raise our profile nationally. The first step to addressing this problem is to find a viablecandidate to fill the Ramsdell Chair. A committee composed of all of the full professors in thedepartment has been tasked to fill this chair and has identified a highly-qualified candidate who isinterested. At the same time, we have identified a potential sponsor for a second endowed chair andare actively pursuing a second chair which is part of our new strategic plan. Recognizing that theuniversity is committed to a long range program of excellence in sustainability and renewable energy,we have identified a potential faculty member who has exceptional expertise in these areas. We areworking with the college and university to find funding through other initiatives related to theuniversity’s strategic thrust to hire this person. Finally, we have had a long standing issue with theteaching of graduate tax classes. Many of these classes have been taught by adjunct faculty withspecialized tax knowledge, almost all of whom have been attorneys. As a strategic move, thedepartment is pursuing the transfer of the business law faculty to the Department of Accounting. Wewill then pursue tenure-track faculty with LLM degrees who can teach the specialized tax courses as wellas business law. When this is successfully achieved we will have enhanced the quality of the tax coursesat the graduate level and provided a more efficient structure for business law in the College of Business.Financial Strategies: Describe the accounting unit’s 1-3 year action items and financial plansto achieve them. This should include anticipated sources and timing of funding.The Department of Accounting does not have independent budget authority. All budgetamounts including faculty lines and M&O funds are allocated to the department through the College of15
Business with the approval of the Provost of the university. The table below illustrates the fundingsituation in the department over the first four years of the review period.Table 3-1Department of Accounting Funding 2007-2011(in dollars)2007-2008 2008-2009 2009-2010 2010-2011Operating Budget 2,190,924 2,448,820 2,604,678 2,779,357Discretionary Funds 55,211 78,892 94,844 73,533Non-DiscretionaryFunds79,457 91,009 112,862 156,007Clearly, the most effective strategy available to the department is to further increase externalsupport for faculty and students. To this end we are constantly reviewing our options to increasecorporate sponsors, alumni support and enhance the return for our fund-raising events. For example,the amount of money raised by our Katherine Keil Memorial Golf Tournament, which is used to supportan endowment for student scholarships, increased from approximately $11,000 in 2010 to over $30,000in 2011.We do not anticipate demands for funding resulting from most of the initiatives describedabove. The initiatives will be accomplished through the redirection of existing funds or throughadditional fund-raising from our supporters. For example, we anticipate achieving the additionalstudent advising support by working with the college to redirect some of the existing advising resourcesto accounting specific advising. We anticipate working with our Advisory Board and their firms to fundthe branding initiative either through direct donations or through providing access to corporateresources to facilitate the effort. HEB, a major regional grocery, and Frost Bank, a large locally ownedbank, have very sophisticated marketing efforts. Each of these corporations have representatives onour Advisory Board who are strong supporters of our branding effort.Several efforts will require considerable funding. The Ramsdell Chair will require a salary line ofmore than $200,000. The Provost has committed to fund the salary line for this. We are pursuing anadditional endowed chair which will require an additional faculty line. We are confident that if we areable to raise $1 million for an endowed chair the Provost will provide the faculty line. Finally, we aresearching for funding for an additional faculty member who has expertise in sustainability andenvironmental accounting. We have one faculty member who is on phased retirement. We anticipateusing that line and that salary to fund part of the new hire. We are currently negotiating with the TexasSustainable Energy Research Institute to obtain the balance of the funding.We are proposing the creation of one new degree program, a joint master’s degree inaccounting and cybersecurity with the Department of Information Systems and TechnologyManagement. We do not anticipate any additional costs associated with this degree because it willinvolve courses already being taught in one of the two departments involved. Advising and otherservices will be provided by the existing graduate infrastructure in the College of Business.New Degree Programs: Provide a list of accounting degree programs introduced since theprevious accreditation review.16
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 16 and 17: U/COB Goal 2-2: Continue to partner
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
Page 66 and 67: I. Strategic Planning ProcessThe De
Page 68 and 69:
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
Page 92:
PhD-ACC Goal 3Students will acquire
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