Accountancy Strategic Plan




October 2013

According to AACSB accreditation standards, strategic management helps a business school focus resources and efforts toward a defined mission. The mission statement expresses the school’s goals and intentions so that decision makers can decide if proposals are central to the mission, prioritize activities, align resources with the most important goals, and bring coherence to activities. In whatever format practiced, strategic management should guide decisions and practice.

The College of Business Administration (CBA) subscribes to the importance of strategic management.  The current strategic plan was approved in September 2013. To extend strategic management across the college, each department is engaging in its own strategic planning. This document contains the strategic plan for the Department of Accountancy for 2013-2014. The departmental strategic plans build from the CBA plan, and the CBA vision, mission, and envisioned future are presented next for reference purposes.


The CBA will be a globally recognized college of choice for scholarly and educational excellence that prepares graduates to succeed in business and society


Our mission is to graduate highly valued, ethical business professionals prepared to excel in a dynamic global business environment


Our mission is to graduate highly valued, ethical accounting professionals prepared to excel in a dynamic global business environment.

The Department of Accountancy:

  • Provides high-quality teaching and student programs for an exceptionally diverse student body from California, the nation and the world.
  • Develops students’ competence in Accountancy, specifically developing functional knowledge and critical thinking, communication, interpersonal and quantitative skills.
  • Prepares students for careers in public accounting, industry, and government.
  • Enhances and supports faculty commitment to ongoing research, professional development, and service.


The CIOs link our mission and strategic initiatives to specific tactics and allow the CBA to move toward its envisioned future. Departmental CIOs (Table 1) should link to CBA’s mission and result in specific tactics (Table 2). The tactical actions in Table 1 connect the CIOs to specific action items. While progress has been made on some items in the table, more effort is needed to successfully complete all of the actions.

     Table 1: Departmental Continuous Improvement Objectives and Strategic Initiatives

Continuous Improvement Objectives

Strategic Initiatives

A. Based on Strategic Initiatives in Table 1


Improve the undergraduate and graduate curricula

1.Activate  curriculum review committee

2.Continuous review of curricula

3. Activate the Master of Science in Accountancy (MSA)

4.Attend sessions on curriculum development at the AAA meetings


Recruit/retain faculty

1.Hire additional faculty

2.Mentor new faculty through the RTP process


Enhance  teaching quality

1.Collaborate on course design and maintenance

2.Encourage attendance at university faculty development activities

3.Attend teaching related conferences and relevant workshops


Enhance and maintain the AQ Status of Faculty

Encourage and support faculty research, publication, and professional activities

B. Other Departmental Strategic Initiatives Supporting the CBA Mission


Continued to develop and support Beta Alpha Psi and the Accounting Society

1.Attend student events

2.Connect students to campus and community resources

3.Involve students in faculty recruitment

4. Support the development of student leaders

5. Support the Voluntary Income Tax Assistance (VITA) program


Develop relationships with the business community

1.Establish advisory board

2.Expand the internship program

3.Increase the number and quality of employers hiring our students

4.Obtain financial support from the firms for faculty research and publication activities and student scholarships



Action Item

Key Performance Target/Metric



Outcomes (2013-2014)

Target Date

Source of Funding


Improve the undergraduate and graduate curricula

Revise the UG and GR curricula to enable the students to meet the 150 unit CPA requirement and revise lower division curricula to meet the requirements of SB 1440

A complete review of curricula in light of these legislative requirements and student and employer needs.

Get approval to Activate Master of Science in Accountancy (MSA)

Department Curriculum Committee, Course Coordinators +Chair

New undergraduate Curricula to be submitted to UPC and the university

Offer a new MSA program – new graduate curricula to be submitted to GPC and the University

Fall 2013 and



Recruit/retain faculty

Number of positions filled

Update a 5-year recruitment plan


To be submitted to the Dean

Fall 2013 and ongoing


Enhance  teaching quality

Improve teaching evaluations

Recommend faculty to attend training seminars

Chair + Faculty

Faculty attending teaching seminars, Improving teaching evaluation

Fall 2013 and ongoing


Enhance and maintain the AQ Status of Faculty

Percentage of faculty that are  AQ

Assigned Time and Graduate Assistance to support faculty research and publication efforts


Support for research databases and travel to academic conferences

Fall 2013 and ongoing


Faculty support of Beta Alpha Psi and the Accounting Society

Percentage of faculty who attend at least one BAP/AS activity each semester

Increase faculty involvement in BAP/AS

Faculty Advisor + Chair

Increase student and faculty participation in BAP/AS

Fall 2013 and ongoing


Develop relationships with the business community

Create an Advisory Board to support student and faculty activities

Selection of Advisory Board members + planning for meetings

Chair + Faculty

Advisory Board will meet at least once a semester.

Fall 2013 and ongoing


CBA and Departmental Strategic Plans