Spring 2020 Issue

What We Can Do Now: TUJ and COVID-19

TUJ Adopts a Student First Policy
The challenges of COVID-19 have been particularly difficult for
institutions of learning as they are typically designed spatially andorganized specifically to facilitate the interaction of students andteachers in close physical proximity - in classrooms, art studios,libraries and hallways – to support engagement with one anotherin the daily rituals of scholarship.
The current crisis has required creative thinking and innovative
solutions across all levels of education, including the rapid
deployment of technology for on-line learning.
In addition to the physical challenges, the pandemic has exposeda social and economic crisis as many students have struggled in
the face of job loss or have been caught short without access tohigh-speed internet or even the hardware needed to logon andkeep up with classes online.
Temple University, Japan Campus has adopted a “students first”
policy to guide its response to the pandemic; placing the needs of
its students foremost in all institutional planning.

The policy is designed primarily to ensure that TUJ students cancontinue pursuing their studies unencumbered, and to also provide
assistance whenever possible in the difficulties of everyday life.
Closure of TUJ Campus and Move to Online Education
On March 2nd, TUJ suspended in-person instruction and moved
all classes online. Throughout the month, however, the university
was able to keep its campus open and operating in order to provide
basic student services including access to the main library, theteaching and learning center, student counseling and disability
resources, among others.
With the situation in Tokyo worsening toward the end of March,and following guidance from local authorities, TUJ administrative
staff transitioned to working from home with a full closure of the
TUJ campus on April 8, 2020.
As of today, TUJ expects to partially resume administrative
operations and reopen the campus in early June. Remote teaching
Article continues on next pageStudent First Policy
Continued from page 1

will continue throughout the summer semester commencing on
May 25th. As the date approaches for the fall 2020 term, TUJ will
make any adjustments necessary depending upon prevailingconditions and further guidance from Japanese authorities.
Regular updates on TUJ operations are available on the school
website at the following link: TUJ Responds

Did you know?
One of the greatest benefits of donating to TUJ is knowing thatyou are making a real difference in the lives of dedicated students.
Temple University, Japan Campus receives no financial support
from the Japanese government, or subsidies from its main campus
in Philadelphia. The university relies on tuition revenues, anddonations from generous supporters to fund its operations andbuild its future.

Emergency Funding for Students
In cooperation with its main campus in Philadelphia, TUJ has
developed several plans to assist students who have been
negatively affected by COVID-19. Many students lost their parttime employment or have parents facing significant financial
hardship themselves, so the most urgent needs have often been
direct emergency financial support.
In response, TUJ created a Student Emergency Fund on April 10ththat distributed over ¥8,800,000 in institutional funds in amounts
ranging from ¥30,000 – ¥50,000 to individual students.
237 students applied for support between April 10 and May 7,
indicating broad need among the population.
Additionally, Temple University in Philadelphia received 14.4
million USD for student aid through the U.S. Federal Higher
Education Emergency Relief Fund (HEERF) as part of the
CARES Act. TUJ students who are eligible for U.S. student
financial aid will also benefit.
To support TUJ students who do not qualify for additional U.S.
government funding, the university launched a second TUJStudent Emergency Fund to assist them, along with a parallelfund-raising campaign among alumni, staff, faculty and friends of
TUJ in support in support of the cause.
Donations to the TUJ Student Emergency Fund may be made at
the following website: Support TUJ
The university is also working closely with the United States
Embassy in Tokyo to lobby the Japanese government as it
develops and debates its own emergency student-aid package
under the auspices of the Ministry of Education, Culture, Sports,
Science and Technology (MEXT).

The university also worked with MEXT to adjust minimum visa
requirements allowing continuing international students who wereenrolled in spring to remain in Japan on a reduced course load
over the summer if they faced travel restrictions or othercomplications returning home. The typical course load to qualify
for a student visa in summer is 9 credits, currently reduced to 1
credit for summer 2020, offering students an opportunity, if
needed, to remain in Japan with a modest outlay in tuition.
TUJ will continue to evaluate fees and other costs and makenecessary adjustments as the situation evolves.
Summer Only Programming for Japanese Students
As a relief measure for Japanese students studying abroad forced
to return to Japan unexpectedly due to COVID-19, TUJ accepted
7 students on a “summer-semester only” basis allowing them tocontinue their studies while their home institutions formulate a
response for fall 2020 and beyond.
Ongoing Online Support for Students
Despite the campus closure on April 8, 2020, TUJ has continued
to provide student services online.
Tutoring, academic advising, counseling, support for students
with disabilities, and career development services - including thefirst ever online career-fair at TUJ – have all been implemented.
“I am very proud of our students, faculty and staff,” remarked
Bruce Stronach, Dean of TUJ. “They have risen to meet these
difficulties with professionalism, innovation, good humor, andperseverance and I admire them for their efforts.”

TUJ and other American institutions in Japan are working in
conjunction with the Embassy to insure that Japanese government
aid to students will include, at least in part, support forinternational students.
Waver of Fees and Freeze on Tuition
TUJ has also announced that it is freezing tuition prices at current
rates for the fall 2020 term and reducing or eliminating a range offees. Spring 2020 students who wished to stay in the dormitories
beyond the standard April 25, 2020 move-out date were able to do
so without penalty or cost and remain in place until the beginningof the summer session on May 25th. Dormitory fees have also
been reduced by a third for summer.
Associate Dean for Academic Affairs, George Miller, conducts an online class

Page 2

TUJ Holds First Online Bilingual Career Fair
Adapting to COVID-19
The annual TUJ career fair organized each spring wasreconfigured by the Career Development Office and moved online
in response to COVID-19. The event on April 8, 2020 was TUJ’s
first online bilingual career fair, and a possible model for somefuture events.
The ten participating companies regularly recruit English
speaking graduates, and included both Japanese-owned
enterprises with significant overseas presences, as well as foreignowned multinationals with offices in Japan. The student
participants were made up of both Japanese and international
students who currently account for approximately 60 percent of
TUJ’s undergraduate population. The online format this year had
the added benefit of allowing international students who had
already returned to their home countries to participate and hearfrom company recruiters, and for everyone to get insights fromalumni working in Japan, a few of whom also joined the event.
To facilitate the new online format, each participating company
was allotted 30 minutes to make a presentation. Two company
sessions were held simultaneously during each time slot, andstudents were able to register to virtually attend the company
seminars that were of greatest interest. Since TUJ classes havebeen held online since early March using similar Zoom
technology, students were already familiar with the format,
allowing for a relatively seamless event.

Zoom technology allows meeting participants, in this casestudents and company representatives, to be visible to one anotherby video. At each session, company presentations included slides
and videos, followed by question and answer sessions. Students
raised their hands on-camera or used the chat feature to ask
questions.
Queries, posed in both Japanese and English, touched on topics
including the languages typically used in corporate offices, theratio of Japanese to English used in daily business, as well as the
makeup of company rosters by nationality, required levels ofJapanese language proficiency, and specific job descriptions andduties. Alumni presenters included graduates of TUJ and Temple
University’s Main Campus in the U.S. who shared theirperspectives as working professionals.
Looking back on this career fair, Director of the TUJ Career
Development Office Kentaro Sawa remarked that, “we felt intimes like these, it is all the more important to create opportunities
for our students to interact with corporate recruiters. Although we
didn’t have much time to prepare and it was challenging to spreadthe word among students without physical presence on campus,
we were able to make the event a success, with the help of all the
corporate recruiters. Our students also took part with enthusiasm
and asked quite a few excellent questions. Going forward, we
expect even after things get back to normal, there will be a
growing part of the recruitment process taking place online. We
would like to look into what we can do to improve and expand
this initiative in the future, taking the students feedback into
account.”

Presentation given by Mr. Ayato Ouchi (upper left) of Dentsu Isobar via Zoom, followed by questions and answers session with students (April 8)

Page 3

Long Road Ahead for Globalized Education
Joe Muntal
Contributing Writer
The Japan Times
From the economic boom of the ’70s and ’80s to the collapse of
the bubble economy and the ensuing “lost decade,” Bruce
Stronach — Dean of Temple University Japan (TUJ) — has
witnessed Japan undergo several significant transformations.
Now, as he approaches retirement after nearly 12 years as dean of
TUJ, Stronach is ensuring the university is equipped to prepare its
students for success in a globalized economy.

more than on-campus reforms to make them internationallycompetitive. Many Japanese focus on globalization and liberal arts
education, but due to structural issues it remains nearly impossible
for them to realize true liberal arts programs, he said.
“Liberal arts is not what you study, but how you study,” Stronachsaid. “Liberal arts depends on diversity, but Japan isn’t thatdiverse. It also depends on a great deal of communication in class.
The vast majority of classes at Japanese universities are still basedon lectures, notes and tests.” Stronach suggests that changes need
to be made in secondary education and high school in order tomove closer to a true liberal arts environment. “If students only
focus on notes and tests, then they won’t be prepared by the timethey enter university.”

Stronach first came to Japan in 1976 as a starry-eyed researcher,thrilled by the prospect of seeing firsthand what was then theworld’s fastest developing economy. The Tokyo he encountered,however, was far from the prospering, cosmopolitan metropolis
he had envisioned.
“Tokyo is a great city to live in now, but it was a lousy city in
1976,” Stronach said. “When I got here, I thought, ‘Are you
kidding me?’ The air was so bad. … Thirty percent of the city had
open sewers, and you knew it in the summertime. I thought I wasgoing to walk into an international, developed city, but it wasn’t.
(Tokyo’s) a beautiful city now, with nice architecture and open
areas, but you wouldn’t have recognized it back then.”
As illustrated by Tokyo’s transformation, Japan developed asuccessful model for economic growth. But this economic
approach also produced insular tendencies and an adverseness tochange, according to Stronach. This was especially true in the
1980s, during which time internationalization was what Stronach
describes a “one-way street.” “People tend to think of this in termsof the trade wars and exports, but it was the same way in terms ofcultural influence — one way out, no influence in,” he said. “We
are starting to see the traditional system change now, which makes
things more interesting and less predictable, but there are manylarge companies that still operate like it’s 1976.”
Stronach noted that this fear of the unpredictable has had lasting
effects on Japan’s education system. Drawing upon his
experience at Yokohama City University and the International
University of Japan, he believes that while Japanese universities
undergo various reforms in order to be internationallycompetitive, they still have a long way to go before they catch up
to their leading international counterparts.
“For example, (most) Japanese universities don’t have academic
advisers,” said Stronach. “Generally, if you want academic
advising, you go to your faculty. All American universities,
including TUJ, only have professional academic advisers.” hesaid, citing Ritsumeikan University as one of the few Japanese
schools to develop an academic advising department: “They hired
away the head of ours to do it, which is okay; I’m fine with that.”
As the oldest and largest foreign university in Japan, TUJ plays
an important role in this shifting academic landscape by hosting
dozens of workshops for Japanese universities. “We provide aliving model for how American universities are administered,”Stronach said.
Such initiatives by Japanese universities to imitate their foreigncounterparts are important, but Stronach believes it will takeStudents in the Temple University, Japan Campus Lounge

Higher education is just one facet of society, but the challenges
higher education faces in 2020 are the same ones that society faces
as a whole, Stronach continued. “The dilemma Japan faces now is
you either globalize, or you become an irrelevant country.
‘Internationalization’ in the 1980s could be a one-way street, but
globalization in 2020 is a two-way street and Japan needs to learn
that. An important part of our mission is to support Japanese
universities in their reforms to open up the inflow, as well as theoutflow.”
This role as a partner is reflected in TUJ’s shared campus withShowa Women’s University (SWU). In addition to facilitatinginteraction between TUJ’s diverse student body and SWU
students, this partnership also makes it easier for SWU
administrators to learn from an accredited American university
such as Temple University.
Stronach is set to retire this year and return to his hometown in
Maine, where he looks forward to unplugging from email andfocusing on writing. Before becoming an administrator, Stronach
wrote prolifically on political psychology, publishing six books ona variety of topics, including nationalism, popular culture andpolitical culture.
His current topic of interest concerns technology and its effect on
people’s self-identification. “Technology drives everything …
and one of the challenges we’re seeing is the inability to identify
as a group that’s larger than the nation state, as members of the
globe,” he said. “But it goes deeper than that, and it’s exacerbatedby what people are going to have to face when identifying
themselves as humans in a world where technology makes that
identification more and more difficult.”
Article continues next page
Page 4

Long Road Ahead
Continued from previous page

Career rich in myriad of academic postings
Since arriving in Japan in 1976 as a visiting researcher at Keio
University, Bruce Stronach has held numerous academic andadministrative posts at higher education institutions in Japan andthe U.S.
He obtained his B.A. in history at Keene State College, and his
Master of Arts in law and diplomacy, as well as his Ph.D. ininternational diplomacy, as part of a dual program between Tufts
University’s Fletcher School of Law and Diplomacy and Harvard
University. At the Fletcher School of Law and Diplomacy,
Stronach worked with Yoshiaki Harada, Japan’s former
environment minister, to conduct a study on soy sauce
manufacturer Kikkoman Food Inc.’s Wisconsin Plant.
Stronach has worked in factories, auction houses and on farms
since the age of 12. His assignment at Kikkoman’s Wisconsin
plant was his first job that was not focused on manual labor. Afterretiring, he looks forward to returning to his home state of Maine
and renovating his house.
This article first appeared in the Japan Times on February 16,
2020. It is reprinted here with permission.

Retiring TUJ Dean Bruce Stonach2020 TUJ Commencement Postponed
The 2020 TUJ Commencement Ceremony has been postponed until Friday, December 11.
In a May 1st letter to all graduating students, Dean Bruce Stronanch expressed his hope that the postponement would allow “sufficient
time for the COVID-19 crisis to pass, while still allowing for a celebration within the same year you earned your degree.” Eligible
students will also have the option to participate in the spring 2021 commencement instead. TUJ’s decision was made in conjunction
with its main campus in Philadelphia that postponed its own ceremony scheduled for May 7th. A future date has not yet been establishedfor Philadelphia campus graduates. Updates on TUJ’s ceremony are available on the TUJ Commencement website.
A commemorative webpage honoring TUJ graduates has also been created.

This program will be offered in Japan as part of the Fox School ofBusiness at Temple University, accredited by AACSBInternational — Association to Advance Collegiate Schools ofBusiness.

New Master in Management Degree Program
Set to Launch Fall 2020.
Temple University, Japan Campus (TUJ) will launch a new
Master in Management (MiM) degree program in fall 2020. The
program is designed for recent graduates with liberal arts andother non-business degrees and offers a curriculum based on thefundamentals of business including accounting, finance,
leadership and strategy.
The degree allows students to supplement their liberal arts
undergraduate foundation with a more business-focusedcurriculum. According to Mikiya Mori, Director of the newprogram, the new Master in Management program “delivers asolid academic foundation by combining essential businesscourses and hands-on learning.”

The new degree program offers several advantages: It is designed
for non-business majors with limited work experience andbusiness knowledge, it has a one-year completion pathway with
30 credits, and there is built-in time for an internship yielding
practical experience.
“Everyone benefits by understanding the business world,” says
George Miller, Associate Dean for Academic Affairs. “If you aregoing to join a firm, start your own company or become afreelancer of any sort, this program can help you succeed. We’ll
give you the financial understanding, technical prowess andleadership skills that can help you maximize the skills you learned
as an undergraduate student.”
Applications for the fall 2020 will be accepted from early March.
For more information contact program representatives at TUJ(phone +81-3-5441-9871 and tujbusiness@tuj.temple.edu).
Additional information is available online.
Page 5TUJ Continuing Education Adapts to a Changing World
Justin Sanders
Director, TUJ Continuing Education Program

Did you know?

Our changing world

TUJ Alumni receive significant discounts on all Continuing
Education classes. Course are available in a range of subjects
including Japanese and English language, Business, Management
and Communications, and Computers and Technology.

Our world is changing. That has become acutely apparent inrecent weeks. In addition to a changing environment, rapidly
advancing technology, and constantly evolving understanding ofwhat drives human behavior, the impact of the coronavirus isshowing just how interconnected and interdependent the global
economy and society have become.
Such changes help demonstrate just how outdated notions of the
traditional three-stage life (school, career, retirement) arebecoming. A formal education finishing in our early twenties – nomatter how good – cannot adequately prepare us for the myriad ofchallenges that we will encounter through our increasingly longer
lives. According to a report by the Dell Technologies’ Institute for
the Future, eighty-five percent of the jobs that today’s students
will do in 2030 do not even exist yet.
Responding to changeWith this in mind, Temple University, Japan Campus (TUJ) ismaking significant investments in its Continuing Education
Program. Degree programs and formal education will always havean important role to play in society, but it is important foruniversities in the 21st century to also provide flexible andadaptive educational models that nimbly respond to the immediateneeds of the community.
The TUJ Continuing Education Program is enacting measures to
dedicate greater attention to the needs of individuals andbusinesses in and around Tokyo. We are developing an extensive
network of passionate and dedicated experts from both inside andoutside TUJ who can deliver needed and current training andskills development. Greater emphasis is being placed onconnecting students to the right learning opportunities at the righttime. We are also working more closely with local companies andindustries to strengthen recognition for the skills gained throughour courses and workshops.

With the move to on-line programming, alumni around the world
may be able to take advantage of TUJ Continuing Education
classes in future. For the most up-to-date information, visit theirwebsite at: TUJ Continuing Education
New opportunities
A key priority of the program is identifying new trends andopportunities, and responding with new educational programming
as quickly as possible. As evidence of this, TUJ has launched ahost of new courses and workshops on topics such as Data
Analytics, AI for Business, Business Management in Healthcare
Organizations, and Constructivist Pedagogy. We are especiallyproud and excited to announce that TUJ Continuing Education has
become Japan’s first and only authorized provider of Amazon
Web Services (AWS) Academy Cloud Foundations training in
English.
While Continuing Education continues to explore new areas, weare also reinvesting in our traditional strengths to ensure we
maintain our leadership in areas related to business, language
development, and cultural studies. In business and management
this includes new courses and workshops on topics such
as Investment in Asia and Design for Agile Project Management,
as well as redesigned courses on topics such as International
Business Cultures and Entrepreneurship.
The future may be uncertain, but it holds exciting opportunities
for us to demonstrate our resilience, and better ourselves and theworld around us. TUJ Continuing Education is proud to serve our
local community members, whatever stage of life, by providing
accessible knowledge and tools with which they can takeadvantage of these opportunities. The world won’t stop; neither
will we.

The Significance of Temple University Japan’s New Campus
Bruce Stronach
Dean, TUJThis article is reprinted from Temple Now, a publication of Temple
University. It originally appeared September 10, 2019

As I write this, I am sitting in what remains of the Temple
University Japan (TUJ) Dean’s Office; this has been my office for
12 years, but I’m happy to be packed and ready to move.
By the time this is published, TUJ will have moved to Tokyo’s
Sangen-jaya District on the campus of Showa Women’s
University (SWU), after 23 years in the Minami-Azabu District.
We are not just moving location; we are moving from three officebuildings to a traditional university campus. While this issignificant for our students and faculty, the move means far more
for Japan, the U.S. and the world: It holds great potential to havea transformative impact on the meaning of higher education in the
global era.
An evolving institution
Since TUJ first opened in 1982, it has been a nomad institution,
moving between a series of four different campuses through 1996.
Those were key years in TUJ’s development—a time when theinstitution defined itself as an overseas branch campus and alsoestablished itself as an institution of higher education in Japanesesociety. In 1996, TUJ first came under direct ownership of
Temple’s Main Campus. TUJ’s branch campus identity and its
establishment as a higher education institution in Japan, in
combination, went a long way to create the physical andadministrative platform upon which its current academic andorganizational structure was developed.
Within a few years of opening TUJ in Minami-Azabu, it became
obvious that rented office spaces were not ideal facilities for auniversity operation. Office buildings have narrow halls, with nolarge gathering spaces, no real lecture halls and no genuine
campus. Literally and figuratively, those spaces were not ours.

So TUJ embarked on the search for a new location. There werefour attempts at developing a new campus from 2004 to 2016, allof which were based on the fundamental concept that TUJ must
be located in downtown Tokyo. TUJ thrives on its relationshipwith businesses, governmental organizations, embassies and otheruniversities downtown. Non-Japanese students make up 60
percent of the student body, and whether they are studying
business, art, Japanese language or political science, they all want
to be where the action is—and downtown Tokyo is action.
The question of how TUJ came to be relocated onto the campus
of a private women’s university is less important than why it cameabout—and what it says about the role of universities in today’s
globalized world.
Two fundamental principles for both TUJ and SWU were: first,
that international diversity and a global perspective are necessary
elements of higher education, and second, that negotiations
between the institutions were not to be corporate negotiations
based on a zero-sum-game perception of winning or losing, but avariable sum game in which a trusted partnership would bringequal value—albeit in different forms—to both sides.
International identities
The world today is struggling with the social and psychologicalimpacts of globalization; identity, belonging and the group are allin flux, creating an anxiety and anomie not seen since the days of
Durkheim. But much like industrialization in the 19th century,
globalization is an irreversible phenomenon built on
developments in communication, information and transportation
technologies. We must learn to live in this new and evolving
global technological environment.

Article continues next page

Significance of TUJContinued from previous page

What we do know is that TUJ has a new platform upon which it
is free to build its future.

As a nation, Japan has recognized the need to compete globally at
all levels of the corporate hierarchy, from large corporations tosmall businesses—and it is asking its universities to develop
global human resources. Japanese universities must create
programs and curricula that support the education of a generationof professionals who will no longer work for one employer their
entire careers, and who will require constant upgrades to theirknowledge of rapidly developing technical and social innovations.

Bruce Stronach has a doctorate in public diplomacy and has
worked in Japanese and American universities for more than 40
years. He has served as TUJ’s dean since 2008 and is currently
co-authoring a history of TUJ with Rich Joslyn, a past dean.

Its universities must also recruit foreign students who can beproductive members of Japanese society in the future.
In other words, Japanese universities must do what TUJ does
already—and will continue to in the future.

TUJ and SWU: Partners in globalization

TUJ is by far the most diverse and international institution inwhich it has been my pleasure to work. TUJ utilizes its strong
points to support the internationalization of Japanese higher
education by making academic credit-exchange agreements withJapanese universities and providing workshops and training on
university administration.
TUJ is committed to being a part of Japanese globalization. It will
recruit foreign students to come to Japan, learn Japanese, learn
how to interact with Japanese people and stay to become
productive members of society. It will also be the place where
Japanese citizens will become global human resources throughbeing educated in critical thinking, while communicating andinteracting with a diverse student body drawn from around theworld.
For our non-Japanese students, the greatest asset of studying
Japan and its culture at TUJ is that our students get a global
perspective on the country. Be it anime, business or foreign
policy, a TUJ student can study and discuss those topics not onlywith Japanese faculty and students, but also faculty and students
from around the world.
The move to Sangen-jaya and the relationship with SWU is but
the beginning of the next phase of TUJ’s development as a global
institution of higher education. Globalization has been offundamental importance to TUJ. It has greatly increased theability of TUJ to coordinate with Main Campus throughimprovements in financial transactions and communications. It
has significantly reduced the cost of bringing students and faculty
to Japan. It has created the need for an educational niche that TUJ
is uniquely suited to fill.
TUJ as an institution of higher education, and as a branch campusof Temple University, will continue in the mid-term future to be asmall American liberal arts university that will also be one of thefirst institutions to fulfill the needs of a new generation of global
citizens. It will have an educational role—and assimilating role—that gives it weight and impact far beyond its size.
However, the technology that drives globalization is evolving so
rapidly that what those attributes will mean in the future, and what
impact they will have on TUJ’s curriculum and its pedagogy,
remains to be seen.

Bruce Stronach has served as dean at Temple University Japan(TUJ) since 2008.

Although TUJ has worked with numerous Japanese universities,
its deepest ties are with Showa Women’s University (SWU), andthe proximity of the campuses will spur even more connections.
Since 2016, more than 60 SWU students have studied at TUJ
through a credit exchange program. One TUJ student brokeground in the spring 2019 semester by being the first male student
in a SWU undergraduate course.
The institutions have also hosted a number of joint symposia on avariety of topics, and the first cohort of SWU students has alreadybegun the TUJ-SWU undergraduate double-degree program. A
similar program for TUJ students will be established, as well as
collaborative graduate programs, in the future. In addition, TUJ
and SWU are implementing a range of agreements on ancillaryissues related to the universities’ relationship, including codes ofconduct, sports facility usage, and respective campus usage.
SWU itself has been a trailblazing institution in globalizing higher
education. Chancellor Mariko Bando and other members of theleadership team of SWU understand the need for Japanese
universities to develop global human resources, and theuniversity’s relationship with TUJ will play a significant role inattaining that goal.
SWU has for some time been developing a number of programs
and initiatives designed to increase the school’s global
competitiveness, including a strengthened English curriculum,
more content courses taught in English, and a new Department of
Business Design—the third program at the institution with a study
abroad requirement. SWU currently has 38 partner universities
around the world—including Business Academy Aarhus in
Denmark and Colorado University—where about 100 SWU
students study each year.
SWU is also one of the very few Japanese universities with acampus in the United States. Since 1988, SWU’s Boston Campus
has offered an English-based language education experience forits students. About 500 SWU students study at the Boston Campus
per year, 350 of whom stay for at least one semester.
The partnership between the two institutions represents a meetingof the minds in the globalization of higher education, and all whocome into contact with TUJ and SWU will reap the benefits of thisunique collaboration. The academic and student interactions
between TUJ and SWU will be a true manifestation of
globalization.

Page 8

An Open Letter to All TUJ Alumni

Thank you to everyone who so generously contributed to the TUJ Student Emergency Fund.
Since I wrote to you last month explaining the growing need among our students, dozens of TUJ alumni, staff and faculty have stepped
forward to donate money in support of this important cause.
I am pleased to report that we have raised over 1,700,000 JPY to date.
While TUJ has developed contingency plans to care for students affected by COVID-19, our institutional budgets are increasingly tightat the same time that student need continues to grow. Many students have lost part-time employment or have parents who are now
facing significant financial hardship. I realize that many of you may also be negatively impacted financially by COVID-19, but if you
are in a position to help others less fortunate, and especially TUJ students, there is information below on how and where you candonate.
A gift of any size can make a difference to those who have nowhere else to turn, and all funds that we raise during this campaign go
directly to helping TUJ students in need.
I have confidence that our Temple community will rise to the occasion and face this great challenge. TUJ is doing everything in our
power to ensure that our students are safe and remain on track to meet their academic goals.
Thank you for your continued support,

Bruce Stronach
Dean, Temple University, Japan Campus

How to Make a Donation
Donations in Japanese Yen
1.

By bank transfer (Ginko Furikomi)
Bank/Branch: Mizuho Bank, Azabu Branch
Account Number: Futsu 8040756
Recipient: TUJDONATION
Please include your name and mailing address when transferring money2.

By credit card (MasterCard or Visa). Please select “Student Emergency Fund” from the drop down menu.
Donate to TUJ by Credit Card

Donations in US Dollars
1.

Donations to TUJ in US dollars may be made either directly to the TUJ Fund on main campus.
Donate to TUJ