ࡱ>  Nbjbj +̟̟UEB< < w3w3w383t#4DJg5(54555666kJmJmJmJmJmJmJ|MPDmJ66666mJ855J8886655kJ86kJ88ChD ݧPw37D_E J0JDbP8bP D8DCE666dw3w3< :    Note: The first column below matches the list of requested information as indicated on TracDat. The second column is where you can input your data at this time. The third column represents the information you would see if you pressed the help button (a question mark). You will be able to copy and paste or type in your information from the center column directly into the APRU on TracDat. Save this word doc in the following format: s12apru_deptname. Last steps, remember, you will be uploading this copy in to the Trac Dat, Documents file. ALWAYS keep a soft copy of your work in your files to ensure that your work is not lost. Please refer to your workshop handout or contact:  HYPERLINK "mailto:leewheatcoleen@deanza.edu" leewheatcoleen@deanza.edu if you have questions. Information RequestedInput your answers in columns provided. Use word wrap. Note: reference documents can also be attached. Make sure to note the name of any reference documents in your explanations.  ? Trac Dat Help button will reveal (sorry no hyperlinks) I.A Department Name: AccountingI.A Program Mission Statement: You may create a new one or copy from your 2008-09 comprehensive program review.I.A What is the primary mission of your program?TransferBasic Skills, Transfer. Career/Technical, Learning Resources/Academic Services, personal enrichment, N/AI.B.1 Choose a secondary mission of your program.Career/TechnicalBasic Skills, Transfer. Career/Technical, Learning Resources/Academic Services, personal enrichment, N/AI.B.1 Number of Certificates of Achievement Awarded55If applicable, enter the number of certificates of achievement awarded during the current academic year. Please refer to: http://research.fhda.edu/factbook/deanzadegrees/dadivisions.htm Leave blank if not applicable to your programI.B.1 Number Certif of Achievement-Advanced awarded:27If applicable, enter the number of certificates of achievement awarded during the current academic year. Please refer to http://research.fhda.edu/factbook/deanzadegrees/dadivisions.htm leave blank if not applicable to your programI.B.1 Number AA and/or AS Degrees awarded:38 If applicable, enter the number of certificates of achievement awarded during the current academic year. Please refer to http://research.fhda.edu/factbook/deanzadegrees/dadivisions.htm leave blank if not applicable to your programI.B.2a Academic Services and LR: # Faculty ServedOnly for programs that serves staff or students in a capacity other than traditional instruction, e.g. tutorial support, service learning, etc. 0 = no change; (X)= decreased; X = increased; blank= not applicable to your programI.B.2a Academic Services and LR: # Student ServedOnly for programs that serves staff or students in a capacity other than traditional instruction, e.g. tutorial support, service learning, etc. 0 = no change; (X)= decreased; X = increased; blank= not applicable to your programI.B.2a Academic Services and LR: # Staff Served Only for programs that serves staff or students in a capacity other than traditional instruction, e.g. tutorial support, service learning, etc. 0 = no change; (X)= decreased; X = increased; blank= not applicable to your programII.A.1-Growth and Decline of targeted student populationsThere has been a decrease of about 1% in enrolment of targeted student populations from the 2010-11 to the 2011-12 year. This is in line with the overall program enrollment drop of about 1% during the same period. We attribute the drop of both populations primarily to the new drop policy where students are limited in their access to take classes after getting a W or failing a course. We find that it is common to have a higher number of students registering for our courses, then dropping within the first two weeks where the drops are non-punitive. Our headcount dropped % during the two week window of the current 2013 Spring term The targeted population showed an increase in success (58% vs 56%) year over year though the success rate of 58% is still lower than the success rates of the not targeted groups of 76%. Instructors have utilized the Tutorial Center to a greater degree than in earlier years and that seems to have been helpful.Briefly, address student success data relative to your program Growth or decline in targeted populations (Latina/o, African Ancestry, Pacific Islander, Filipino) refer to the sites: (Program reviews 2008 - 2010 available at: http://research.fhda.edu/programreview/DAProgramReview/DeAnza_PR_Div_pdf/DeAnzaProgramReviewDiv.htm AND program review data 2010-11 & 2011-12 at http://www.deanza.edu/ir/program-review.html)II.A.2 Trends in equity gap:The trend in the equity gap between the targeted and non-targeted population is positive. The success rates of the targeted group improved by 2% while the success rate of the non-targeted fell by 3% (from 79% to 76%). We think the use of Tutorial Center, a new, more effective textbook in the core courses (Acct 1A, 1B and 1C) and early outreach for remediation has been helpful in reaching our targeted population. Refer to http://www.deanza.edu/president/EducationalMasterPlan2010-2015Final.pdf, p.16. Briefly address why this has occurred.II.A.3 Closing the student equity gap:We believe the new online tutoring that the Tutorial Center has instituted and that we are participating in, could help improve access and success for both populations. We find that remediation in Math and learning to commit to the time needed to be successful in an Accounting course are the two biggest hurdles we face in having student success. What progress or achievement has the program made relative to the plans stated in your programs 2008 -09 Comprehensive Program Review, Section III.B, towards decreasing the student equity gap? See IPBT website for past program review documentation: http://deanza.edu/gov/IPBT/program_review_files.html If a rationale for your strategies was not stated in the 2008-2009 CPRU, then briefly explain now. II.A.4 Overall growth/decline in # students:Over the past several years, our program grown has significantly, from WSCH of 28,174 in 2007-08 to 30,902 in 2011-12. The 11-12 year WSCH is down 1% - the same as the college overall and we assume at this point that as goes the college, so go we. With that in mind, we are looking to broaden our program offerings to include more Accounting Information Systems that will attract additional students outside of those we are serving.Briefly address the overall enrollment growth or decline of a comparison between all student populations and their success.II.B Changes imposed by internal/external regulations Our primary focus is our core transfer curriculum - Acct 1A, 1B and 1C where we must stay in line with the CSU and UC institutions. We are up to date with the Transfer Curriculum and worked with the Articulation Office to respond to those needs during this recent period. Our secondary focus, but very critical to our numbers and success, are the courses needed to qualify to sit for the Uniform Certified Public Accounting Exam. We have become an important resource for students in the community needing those courses. Recently, the California State Board of Accountancy changed the course requirements - increasing the need for accounting and business units and requiring an Ethics course as part of the new model. We are working with the Business Department to ensure we can satisfy as many of those requirements as possible.Address program changes implemented as a response to changes in College/District policy, state laws, division/department/program level requirements or external agencies regulations? How did the change(s) affect your program? (e.g. any curriculum, program reorganization, staffing etc.)II. C Progress in Main Areas of ImprovementWe have utilized the campus resources for remediation at a higher rate (and earlier in the courses) than in earlier years The development and measurement of SLOs has been helpful in identifying core outcomes for the courses and has helped the program in determining course focus.Based on the 2008-09 Comprehensive Program Review, Section I.C. "Main Areas for Improvement", briefly address your program's progress in moving towards assessment or planning or current implementation of effective solutions.II. D CTE Programs: Impact of External Trends:As stated earlier, part of our mission and focus is to stay abreast of the changes in the accounting profession and respond accordingly in order to keep our program timely and viable.Career Technical Education (CTE) programs, provide regional, state, and labor market data, employment statistics, please see "CTE Program Review Addenda" at: www.deanza.edu/gov/IPBT/resources.html Identify any significant trends that may affect your program relative to: 1) Curriculum Content; 2) Future plans for your program e.g. enrollment management plans.II. E CTE Programs: Advisory Board Input:The advisory board has been very encouraging of our efforts to provide accounting career education in line with the CPA requirements in addition to providing the traditional core curriculum. We are finding that we are getting more UC Santa Cruz students in our program, partly because one of our advisory members teaches at UCSC and recommends our program to his students.Career Technical Education (CTE), provide recommendations from this year's Advisory Board (or other groups outside of your program, etc.) Briefly, address any significant recommendations from the group. Describe your program's progress in moving towards assessment or planning or current implementation of effective solutions.III.A. 1 PLOAC Summary5% - we have assessed 1/22 PLO statements to date however, it should be noted that we expect to condense the number of PLO statements significantly over the next academic year as several of our certificates and degrees have significant commonalities and focus allowing for more meaningful program assessment going forward.Give the percentage of Program Level Outcome statements assessed to date. Run report entitled XXX PLOAC work and scroll to the bottom of the report for counts. Then calculate #Reflections & Analysis/#PLO statement times 100. This percentage may be over 100% or 0%. All courses and programs are to be assessed before the Comprehensive Program Review in Spring 2014.III.A.2 Enhancement based on PLOAC assessmentNONEState an enhancement that was enacted this year as a direct result of an assessment of a program level outcome. State PLO statement, enhancement and reason for choosing this enhancement. If none, write NONE.III.B.1 SLOAC Summary18% (we have assessed 7/38 SLO statements to date 3 in Trac Dat and 4 in ECMS . We have chosen to assess our high population courses first (Acct 1A, 1B and 1C) followed by the courses with lower enrollment.Give the percentage of Student Level Outcome statements assessed to date. Run report entitled CIS SLOAC work and scroll to the bottom of the report for counts. Then calculate #(Reflections & Analysis + #Archived from ECMS) /#SLO statement times 100. This percentage may be over 100% or 0%. All courses and programs are to be assessed before the Comprehensive Program Review in Spring 2014.III.B.2 Enhancement based on SLOAC assessmentIn Acct 1A and 1B two of our high-transfer, core courses we have shifted focus slightly in our subject matter coverage we spend more time on inventory concepts and less time on partnerships as a result of our assessment process which ties to the SLO that covers financial statements.State an enhancement that was enacted this year as a direct result of an assessment of a student learning outcome. State course, SLO statement, enhancement and reason for choosing this enhancement. If none, write NONE.IV. A Budget TrendsThe Accounting Department continues to be a robust, key program within the Division and the institution. With an enrollment of 6596 in the 2011-12 year and WSCH of 30,902, our productivity remains high, at 607 - down slightly from 624 in the previous year. We require resources to continue to serve students in a marketplace where technology changes constantly. In order to attract students and remain productive, we need access to computers, software and training for our faculty. Moreover, we need to keep our faculty up to date with this ever-changing profession. With that in mind, many of our full-time faculty are interested in conferences and training in the Accounting Information Systems area and we seek funding for that purpose.Assess the impact of external or internal funding trends upon the program and/or its ability to serve its students. If you dont work with Budget, please ask your Division Dean to give you the information. IV.B Enrollment TrendsWe are down slightly this year - approximately 1% from 2010-11 which mirrors the college enrollment trend. We hope to reverse this minor slide with an additional program focus of Management Information Systems (MIS) within the Accounting discipline.Assess the impact of external or internal funding changes upon the programs enrollment and/or its ability to serve its students. If you dont work with Enrollment Trends, please ask your Division Dean to give you the information.V. A.1 -Faculty Position NeededWe would like to add one full-time position with a focus on MIS (Accounting Information Systems AIS) in Accounting. This is an area that is critical in public accounting and within the business sector where we can serve a critical need in our community.A drop down menu will allow you to choose: Replace due to Vacancy, Growth, None Needed Unless VacancyV. A.2 Justification for Faculty/Staff Positions:SLO Using accounting software, demonstrate the understanding of accounting and accounting software needed to enter transactions and complete the accounting cycle. We seek to upgrade our program and keep its currency by utilizing the software and database systems used in large companies (examples - Great Plains, SAP and Oracle) for their accounting data. This requires a specialized Accounting and MIS expertise. If there is a request for one or more new faculty state the SLO/PLO assessment data, reflection, and enhancement that supports this need.V. A.3 Staff Position NeededA drop down menu will allow you to choose: Replace due to Vacancy, Growth, None Needed Unless Vacancy Only make request for staff if relevant to your department only. Division staff request should be in the Deans summary. V. A.4 Equipment Request A drop down menu will allow you to choose: Under $1,000 or Over $1,000 or no equipment requested V. A.5 Equipment Title and Description, QuantityDescription should identify if the item(s) are new or replacement(s), furniture/fixtures, instructional equipment, technology related, expected life of item, recommended warrantees etc. Did this request emanate from a SLOAC or PLOAC process? Does this item require new or renovated infrastructure (eg wireless access, hardwire access, electric, water or heat sources . . . ) V. A.6 Equipment JustificationWho will use this equipment? What would the impact be on the program with or without the equipment? What is the life expectancy of the current equipment? How does the request promote the college mission or strategic goals? Etc. V. A.7 Facility RequestName type of facility or infrastructure items needed. Renovation vs new. Identify associated structures needed to support the facility e.g. furniture, heat lamps, lighting, unique items above and beyond what is normally included in a similar facility V. A.8 Facility JustificationWho will use this facility? What would the impact be on the program with or without the facility? What is the life expectancy of the current facility? How does the request promote the college mission or strategic goals? Etc. V.B.1 Budget AugmentationIt appears we have lost the printing fees for our program. Accounting requires a high number of handouts and a significant amount of printing (by faculty and students) as part of the course work. We worry our targeted students, who often need to print at DeAnza, as opposed to those who print assignments at home, will be harmed by our lack of materials fees which covered those costs in the past. We also need continual budget for our hardware, software needs on an ongoing basis.How much? Who/what could be supported if this additional funding was awarded? What would the impact be on the program with or without the funds? How does the request promote the college mission or strategic goals? If you do not deal with the B budget directly, you can use the comment: please refer to the Deans summary. V.B.2 Staff Development NeedsWe continue to seek funds for conferences to stay current with the profession for our full-time faculty.What assessment led to this request? What would the impact be on the program with or without the funds? How does the request promote the college mission or strategic goals? V.B.3 Future plansWe expect to increase our student population within one to three years because our program offerings will be broader and closer to the Santa Clara Valley by adding the MIS component to the Accounting Program.How do you plan to reassess the outcomes of receiving each of the additional resources requested above? 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