Department of AccountingAbout the Department

Accounting at ODU

Vision

Our vision is to be recognized as a forerunner in accounting education and to become a center of excellence in teaching, research, and commitment for the business and community stakeholders in the Mid-Atlantic region.

Mission

Being separately accredited by AACSB allows us say that the School of Accountancy is a leader among accounting institutions that integrate scholarly study with active learning and engagement to impact the practice of accounting, to foster ethical awareness, and to provide the foundational knowledge required to allow our students to succeed as accounting professionals and to handle real-world business and community challenges in the global economy. Accordingly, we align our actions with the Strome College of Business. We also strive to achieve results in a cost effective manner that addresses the needs of a nontraditional and largely first-generation student population. We measure our impact on the accounting profession by: assessing the placement of our graduates; evaluating the magnitude of opportunities we create for both our students and faculty to interact with both the professional and academic communities; student performance on professional exams; and gauging the strategic placement of faculty research and the extent this research is cited.

Core Values

The faculty of the SOA is dedicated to teaching, research, and public and professional service. In carrying out its mission, the SOA is fully committed to the following core values:

Appreciation of diversity of people and perspectives:

We respect and value difference, and adopt that view when selecting and engaging our participants and measuring our output.
Commitment to academic excellence:
We embrace the pursuit of knowledge and encourage and reward the pursuit of innovation in pedagogy.
Commitment to leadership development:

We commit to engaging in the development of leadership by inspiring our graduates to pursue a relevant and thorough knowledge of accounting and business.
Community outreach:

We seek to build a framework of community outreach that relies on the academic experience to create a sense of civic engagement whereby both our students and faculty develop the knowledge, skills, values, and motivation to make a difference.
Concern for students:

We endeavor to endow students with the analytical, technical, cognitive and communication skills that will provide them with the basic foundation for a professional career and graduate study.
Global orientation:

We recognize the prevalence of globalization trends and focus on facilitating thought and decision making across social, organizational, and cultural business environments.
High ethical values and behavior:

We work to assess business ethics and how accounting students perceive these ethics are linked to the accounting profession.
Intellectual curiosity:

We promote the development of the capacity of both faculty and students to invest time and energy in the pursuit of learning more about a variety of subjects and not be bound by a standard understanding of life and social practices.

Strategic Plan

We endeavor our mission to guide SOA participants to acquire skills to think clearly, communicate critically, act with conviction, and lead with intent and direction. To do so, we recognize to consider the changing environment in which accounting programs operate. Accordingly, key elements of our mission include:

Key elements of our mission

An undergraduate curriculum that focuses on cultivating knowledge, skills, and abilities for entry level accountants and providing motivation to become an accounting professional. Our programs will necessarily prepare students, if they desire, for professional designations or licensure but more important, will provide a basis for continuous deep and active learning in order to prepare them to compete in an ever growing technology-based business environment.
Graduate programs that clearly extend knowledge obtained in an undergraduate curriculum in order to foster and enhance the development of professional accountants at the partner, owner, controller, or executive level.
Accounting courses whose content emphasize the highest level of professional ethics and practice so as to make our graduates understand and be prepared to make a difference in business and society.
Meaningful intellectual contributions in accounting academic research including relevant basic, applied, and educational research that makes a positive impact on the theory, teaching, and practice of accounting, business, and management.

Continuous close communication with, and trust, commitment and dedication to the accounting profession in order to foster cooperation and support in achieving our goals.
Moves to supplement the traditional face-to face delivery of programs with hybrid/mixed, and fully asynchronous (on-line) formats.
Developing on-line graduate level tracks in Internal Auditing, Financial Forensics, and Advanced Professional Tax Practice.
Developing domestic-based certificate programs and international degree completion.
Evaluate the support for Doctoral Programs by Old Dominion University with a vision of offering an accounting track when resources permit.

Goals and Actions

Goals and Actions Table

Perspectives	Goal Number	Goal	Action Item and Number	Measures
Student Perspective	SP-1	Improve qualifications of incoming students in undergraduate and graduate programs.	SP-1A: Maintain activities for, and interactions with, college alumni. SP-1B: Build relationships with area accounting firms and businesses through visits by Chair and Faculty. SP-1C: Work closely with development office and college Major Gifts Officer to seek funding for an endowed Chair in Accounting.	Alumni database Alumni receptions Student GPA ACT Scores GMAT Scores Speakers bureau Local business memberships Office visits Number of endowed chairs Alumni participation Solicitation list Gift dollars
	SP-2	Improve numbers of placements in jobs, MSA program, and other graduate programs.	SP-2A: Continue curriculum assessment to ensure development of knowledge and skills desired by employers. SP-2B: Encourage practical work experiences internships. SP-2C: Encourage qualified Accounting majors to enter our MSA program. SP-2D: Encourage tracking of graduate placements by the Office of Graduate Studies. SP-2E: Work with Accounting Advisory Council to promote visibility of our programs and graduates. SP-2F: Work with MAAC and Beta Alpha Psi to help students be more proactive in developing themselves for professional careers. SP-2G: Encourage student research involvement.	Overall Job Placements Public Accounting Job Placements Industry/GNP Job Placements Internships Externships Undergraduate MSA entrants Job placement data Movement of graduates into positions of leadership Survey work data Student workshops Alumni Mentorships Number of research projects Honors program involvement Placement in research-based graduate programs Exposure to EXCEL and data analysis programs Membership in state/national societies Civic engagement
Financial Perspective	FP-1 FP-2	FP-1: Increase endowments and operating funds for faculty development, and scholarships. FP-2: Increase revenues and surpluses from special accounting programs.	FP-1A: Maintain activities for, and interactions with, college alumni. FP-1B: Build relationships with area accounting firms and businesses through visits by Chair and Faculty. FP-1C: Work closely with development office and college Major Gifts Officer to seek funding for an Endowed Chair in Accounting. FP-2A: Increase participation in CPA review programs. FP-1B: Continue offering the mandatory CPA ethics training. FP-2C: Develop other fund-raising programs.	Number of alumni databases Number of alumni contacts Number of alumni contacts made Number of alumni receptions Number of endowed chair proposals Number of external contacts made Number of students signed up for review courses Number of review course introductory workshops Number of training sessions offered Develop fundraising plan
Internal Business Perspective	IBP-1 IBP-2 IBP-3	IBP-1: Maintain or increase high quality of classroom instruction. IBP-2: Increase high quality research. IBP-3: Increase service to profession and community.	IBP-1A: Continue curriculum assessment to ensure development of knowledge and skills desired by employers. IBP-1B: Offer opportunities for faculty to attend workshops and conferences that are teaching-related IBP-1C: Encourage faculty to take advantage of opportunities offered by the Center for Learning Technologies (CLT) and to adopt new technologies. IBP-1D: Assign faculty schedules to best match expertise and training to appropriate curriculum levels. IBP-1E: Ensure that performance evaluation system rewards high quality classroom instruction. IBP-2A: Recruit and retain high quality research faculty. IBP-2B: Provide research support through workload policy, travel funding, summer research grants, graduate assistant support, and acquisition of databases. IBP-2C: Participate in Dean's Research Seminar (Faculty, Chairs) IBP-3A: Continue faculty involvement in professional academic associations and in community professional and social organizations.	Teaching awards Number of tenure track teaching faculty Evaluation of teaching portfolios Number of conferences and workshops attended Number of pedagogy-based intellectual works published Interactions with CLT Number of courses using technology Workload Assignments Performance and student input Research productivity Publications in high quality outlets Citations Consulting Recognition for Best Paper designations Recognition for invitations to participate in scholarly research forums Workload assignments Travel requests Summer research grants Participation Leadership and Board positions Editorships Executive Education Community sponsored applied research projects
Innovation and Learning Perspective	ILP-1 ILP-2 ILP-3 ILP-4 ILP-5	ILP-1: Increase opportunities for faculty and staff development. ILP-2: Increase involvement in online education. ILP-3: Increase involvement in international education. ILP-4: Increase involvement in continuing education. ILP-5: Increase involvement in Hampton Roads higher education delivery.	ILP-1A: Increase funding for faculty and staff travel and/or enrollment in training programs. ILP-1B: Promote interactions among faculty to increase transfer of knowledge between faculty members. ILP-2A: Working with Distance Learning to increase the offering of asynchronous courses and a dedicated online degree completion program. ILP-3A: Working with the Graduate School and the College of Continuing Education to identify and develop international education opportunities ILP-4A: Working with the Graduate School, the College of Continuing Education, and the professional community to identify and develop continuing education and certificate progeria opportunities ILP-5A: Working state society, certifying boards, and other higher education entities to bring attention to the advantages of education being offered in the Hampton Roads area	Number of faculty involved in continuing or executive education Number of conferences attended Number of executive courses, certificates, and programs offered Co-authored manuscripts Level of interdisciplinary research Grants for research that influences teaching Case study development The number of asynchronous courses offered The presence of a degree completion program Number of international students Number of international teaching exchange program Number of articulation agreements with international universities Number of continuing education programs Number of certificate programs Sponsor collaborative initiatives with other Universities Create inter-disciplinary activities with other ODU college units

Advisory Council

Ms. Renee M. Howard, Advisory Council Chair
Senior Manager, KPMG LLP
Mr. David B. Crainer
Partner, KPMG LLP
Ms. Robin A. Harvey
Partner, DesRoches & Company
Mr. Matthew Hewes
Matthew S. Hewes, CPA, PC
Ms. Nikki Kettenacker
Recruiting Manager, Dixon Hughes Goodman
Ms. Trisha Hummel
Office Services Lead, Cherry Bekaert LLP
Mr. Anthony Markun
President, HR Chapter, AFCE
Children's Hospital of the Kings Daughters
Mr. Jesse Morrton
Firm Administrator, McPhillips, Roberts & Deans, PLC

Ms. Liza Parker
Corporate Recruiter, Portfolio Recovery Associates
Mr. Marty Rideout
Partner, McPhillips, Roberts, & Deans, PLC
Mr. Dennis Ryan
Senior Vice President for Finance
Children's Hospital of the Kings Daughters

Ms. Julie L. Sokolowski
Shareholder, Wall, Einhorn, & Chernitzer, P.C.
Ms. Heather Sunderlin
Shareholder, Wall, Einhorn, & Chernitzer, P.C.
Ms. Barbara Smith
Partner, Cherry Bekaert LLP
Mr. Brad Smith
President, Virginia Peninsula Chapter,AGA
City of Norfolk Auditors Office
Ms. Margaret Thompson
President, Tidewater Chapter, IIA
Bon Secours Health System of Hampton Roads
Mr. George J. Walker
Partner, Dixon Hughes Goodman
Mr. Brian Windley
Partner, PB Mares LLP

We will achieve our vision and mission by providing advice and guidance to the Accounting Faculty in its efforts to establish:

A high quality instruction with scholarship supportive of professional and ethical practice and classroom teaching of accounting.
A high quality undergraduate program that focuses on technical knowledge and intellectual and communication skills required for entry level accountants, with emphasis on life long learning.
High quality graduate programs designed to produce graduates well qualified for professional accounting careers in a changing world.
Service to students, the University, the profession and our community as a means of faculty and student development.
Partnership opportunities with their stakeholders that will integrate practical experience into the curriculum, and attract resources in support of scholarship.

As we seek to fulfill this vision, we will join the Accounting Faculty in a mutual quest for creating "Partners for Excellence in Accounting Education."

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Department of AccountingAbout the Department

Accounting at ODU

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