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Standard 1.1 Devry’s Business Unit was able to evidence their stakeholder’s participation in the development of the new Mission statement. During the site visit, Faculty and members of the Business National Advisory Committee confirmed their involvement in this process.
Standard 2 Strategic Planning - An effective systematic approach was evident for the strategic plan that included continuous improvement. Return on student investment was emphasized with increasing partnerships with business and employer relations (where they need more graduates e.g. accounting). There was evidence of 15% growth in new students for accounting, and MBA programs. A systematic budgeting process for monitoring finances includes input from all departments to the finance team before a presentation to DeVry’s Board of Trustees. Integration of diversity, equity and inclusion initiatives continues to develop a diverse student population to be tech ready. The business unit launched new scholarships-specifically for college of business and management including women in technology initiatives and international women’s day launched by the President. Strategic Priorities (2024-2027) include leveraging artificial intelligence to increase effectiveness and developing international markets.
Criterion 3.1c. Business Unit Stakeholders requirements - The Business Unit effective systematic approach use of internal and external stakeholders feedback using Net Promoter Score surveys to assess and improve program outcomes, deployment and results were evident in Table 3.1 and Table 3.2.
Standard 4 - DeVry Business Unit has a robust and comprehensive Assessment Plan for each of the Programs to be accredited that includes well-defined learning outcomes and success criteria. This plan was developed with the participation of its main stakeholders and their feedback. It was evidenced that a continuous improvement process is fully deployed, and its results used to make corrective actions when needed. The business unit has a comprehensive assessment plan which includes the accounting programs. There are internal, external, comparison, summative, and formative measures for the bachelor and master's in accounting programs.
Criterion 5.1.A and 5.1.B. The business unit HR process has a clear connection to the overall strategy both business unit and of the university. There is an on-going systematic evaluation of the connection between the business unit focus and the four overarching priorities of accreditation, curriculum, faculty, and programs. The faculty scheduling for each term has a systematic process that identifies faculty, credentials, and projected needs. The business unit recently introduced a Visiting Professor (adjunct) Professional development policy that will encourage Visiting Professors to engage in the professional development process. Standard 6.1 The business unit has a comprehensive process for the design and delivery of its courses which includes collaboration between subject matter experts, instructional designers, and a number of stakeholders including students, faculty, alumni, and National Advisory Committee members. The course content links to the mission of the university and business program missions.
Criterion 7.1a An effective systematic approach was evident with the business unit listing key Student Performance Tracking Processes on performance, including business student achievement such as degrees conferred by program; semester to semester retention and course-level assessments to analyze program learning outcomes. Criterion 7.1.b. An effective systematic approach began with feedback from employers and business stakeholders in the community who recognized the need to address artificial intelligence as a significant technology. The response from the business unit was an intentional effort to launch an AI bot pilot program for immediate response to student questions about assignments and navigation of the virtual classroom environment. Faculty members volunteered for this program in order to support student success.
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