Ⅰ

Overview of Basic Policy on University Management
PositionⅡ➤ 4-year policy for 2021-2024➤ Created with due consideration accreditation evaluation and contents of the governance code for private universities and colleges➤ Use this policy as basis for the creating and integrated implementation of a medium-term plan and single-year operating plans

Principle / objective

Principle /objective

Founder Channing Moore Williams and our Founding
SpiritPrinciple /objective

Creating a campus that gathers diverse perspectives
Qualitative shift from diversity to inclusion

Principle /objective

PRO DEO ET PATRIA | Reconﬁrming our educational
philosophy

Principle /objective

The Rikkyo University Human Dignity Declaration andits meaning

About liberal arts
How Rikkyo University deﬁnes liberal arts

Principle /objective

Governance reforms based on a balance of "totaloptimization" and "partial optimization".

１２Principle /objective３

Principle /objective

４５
６７

A proactive new university model in a post-COVID-19
worldPrinciple /objective

８

All Rikkyo | Approaching our 150th AnniversaryⅢ
Core Strategies
ⅣEducation Development
Ⅴ
Stimulate research activities

1. Expand RIKKYO Learning Style-Advance initiatives towards completing the RIKKYO Learning Style to proactively promote
Rikkyoʼ s unique liberal arts education.
-Evaluate and implement scheme for university-wide leadership education-Further incorporate RLS by expanding the Rikkyo Global Minor Program, increasing introductory
education, and promoting social collaborative education and experiential learning, including Rikkyo
Service Learning (RSL).

2. New academic concepts-Create a new college and graduate school concept to achieve the sustainable development ofpeople capable of pioneering a new age.
-On the Ikebukuro campus, we will create a new college for fostering the development of people
able to contribute to evidence-based social reforms by providing a comprehensive education thatcombines both science and the humanities. At the Niiza campus, we will establish a new college
for developing people able to contribute to the realization of a wellness-based society.
-Continuously review curriculum to create a visual representation of the educational eﬀect.
-Expand on graduate school content for adult learners.

1. Develop undergraduate education| State of classes amid new norms-As a new format for university education, we will broadly explore the possibilities of a mixed
class structure that eﬀectively combines in-person classes with online classes. Validate various
types of course formats as well as evaluate and prepare the necessary systems(including infrastructure).

２．Develop graduate education-Fully ascertain the vectors for each graduate school and minor to further distinguish andinvigorate each program.
-Evaluate ﬂexibility for degree programs, participate in fellowships for doctoral students,and evaluate framework for student support.
-Total optimization to pursue qualitative graduate school enhancements that stimulate graduate
school activities.

３．Apply Global Liberal Arts
Program (GLAP)-Look back on past initiatives to identify matters for evaluation, including curriculum andcareer support.
-Draft detailed plan to disseminate internally and externally as a single model for liberal arts
education.

４．Expand consistent andcollaborative education-Examine the principles of consistent and collaborative education and link to future developments.
-Evaluate a framework for better promoting a consistent and collaborative education experience
while engaging in meaningful deliberations with the Ikebukuro Junior and Senior High School,
the Niiza Junior and Senior High School.

５．Enhance collaborations between
universities-Conﬁrm relationships with partner universities. Examine the types of educational and researchresources we can mutually provide with collaboration partners and evaluate how to distribute
those resources to our students, faculty, and staﬀ.

６．Expand and enhance academic
support functions-Evaluate budget measures and other support for the unique initiatives of each college related to
FD/SD workshops, exchange courses, and new operating methods.
-Gather opinions from a wide range of college and graduate school faculty and staﬀ to evaluate
a new model for our library based on changes in society and the needs of the current generation.

７．Other initiatives-Conﬁrm results of and issues with established methods, while evaluating assessment methods
for academic results.
-The Rikkyo Second Stage College (RSSC) will engage in curriculum development and create asustainable operating structure with the goal of developing recurrent education that responds tothe demands and needs of our university communities and all of Japan.
-Proceed with university-wide veriﬁcation work towards the next accreditation evaluation in 2024.

１. Qualitative improvements inoverall academic and research
activities-Develop the environments required to support the creative research activities of individualresearchers, establish core research domains, and engage in the school-wide commitment toacademic study in ﬂagship research domains and creative academic research.
-Publicize and commercialize creative research results, aggressively support joint research withexternal research institutions and private companies.

２．Enhance research support systems-Support the creation of academic knowledge centered on the humanities and sociology,
Rikkyo University's areas of strength.
-Enhance support for the application processes for scientiﬁc research grants and othercompetitive funding.
-Create a framework for supporting research activities by aggressively soliciting and supporting
research themes, including academic research combining humanities, sociology, and naturalsciences, research related to creative budding domains, and cross-domain research.

３．Promote industry-academicgovernment collaborations-Increase support for research based on industry-academic-government collaborations that
contribute to the university.
-Establish platform for providing infrastructure and technical support for broad-based social
cooperation including external capital procurement through collaborations with corporations
and industry-academic-government collaboration for funded research.

Ⅵ
Student support-Support student independent learning and adopt support contents throughout the university.
-Conﬁrm that support is appropriately reaching students, create plans for building awell-balanced support structure. Enhance and expand existing support.

２．Enhance scholarships-Evaluate the direction of how we enhance our scholarship framework by conﬁrming whether
or not we have established the scholarships our students need to account for dramatic changes
in economic and social conditions.

３．Develop student support structure-Create a "peer learning bank" as a framework for students to regularly support each other andpromote a mutually creative and enriched campus life.
-Learn from the neuro diversity approach to expand support for students with disabilities.
-Evaluate model projects that can be applied universally across campus as a health promotion
program.

４．Enhance career support-Increase Rikkyo's brand image as a university for careers.
-Strengthen collaborations between colleges to provide career support suited to the characteristics
of each college.
-Enhance detailed support that matches the proﬁles of each student, including foreign students
and graduate school students.

５．Enhance support for
extra-curricular activities-Implement measures to further invigorate our sports activities in a way that is representative of
Rikkyo University values.
-Improve student athlete recruiting, our sports activities promotion fund, and the special visiting
instructor system.
-To stimulate extracurricular activities other than athletic clubs, identify issues related to activity
support and evaluate support measures suitable for current times.

1．Direction of social collaboration /social contributions-Strongly recognize that social collaboration and social contributions are also roles to be fulﬁlled
by the university. Proactively engage in initiatives and also widely disseminate information topromote further collaborations.
-Engage in multi-faceted collaborations with various stakeholders, including local municipalities,
national government, the United Nations, economic and industrial organizations, otheruniversities and educational institutions, private organizations such as NGOs and NPOs.
-Understanding that contributing to the global environment is one of the duties of a university,
use RSL-based education to foster the development of students capable of making contributions
to carbon neutral initiatives. Also promote collaborative research with corporations.

2．Strengthen collaborations for SDGs

-We recognize the SDGs, which emphasize leaving no one behind, as highly relatable to theRikkyo founding spirit. Establish an SDGs promotion structure, including creating auniversity-wide network, to promote the 17 goals outlined in the SDGs.

Ⅶ

１．Direction of student support

Social collaborationⅧ

Continuously review admissions
system-Through college entrance exams, acquire students who ﬁt our Admissions Policy withconsideration given to three elements related to academic ability ((1) Knowledge and skills,(2) Intellect, judgment, expressiveness, and (3) Independence and cooperativeness).
-Promote collaborative education between high school and college for aﬃliate schools andpartner schools and evaluate appropriate admissions systems.

Enhance PR-Aggressively engage in activities to disseminate our mission and vision to further enhance
improve our brand image and recognition of Rikkyo University.
-For entrance examination public relations, incorporate online recruitment events, aggressively
conduct PR activities overseas, and improve eﬃcacy measurement.

Ⅸ

Inter-nationalism

Internationalism programs-Aggressively pioneer collaborative relationships with other schools to secure study abroad
opportunities. In addition to establishing an international exchange dormitory, develop aframework for foreign students to study at Rikkyo University. Promote eﬀorts to increaseclasses in English for all colleges and curriculum to address the new environment createdin a post-COVID-19 world.
-Plan and engage in initiatives to complete related projects by the ﬁnal year of the TGU programin FY2023.

ⅩAdmissions

PublicRelations

ⅪDevelop University Management Platform

1．Enhance governance and risk
management structure-Apply the principles of the Governance Code for Private Universities and Colleges to clarify theroles of organizations involved in decision-making and create an operation structure. Strive forappropriate university management by developing education and research as well as by makingsocial contributions in accordance with our founding spirit. Engage in information disclosure totowards through as well as will enhance the transparency of management by disclosing information.
-Improve our ability to respond to organizational risks and incidents as a matter of increasing
importance.

2．Develop academic management
and support structure-Identify issues related to academic management and support systems due to changes in theamount and quality of work. Encourage the Rikkyo Educational Corporation to evaluate thestate of administrative functions.
-Collaborate with Rikkyo Educational Corporation to improve personnel and salary structures
as well as work environments to provide a rewarding and motivating experience for all employees.

3．Financial management-Conduct strategic and systematic ﬁnancial management to secure the investment capitalrequired for new academic concepts.
Speciﬁcally, (1) link business plans and budgets, (2) set targets for major ﬁnancial ratios,(3) evaluate measures to increase subsidies and revenues from contracted operations, andincrease non-tuition revenues through collaboration with proﬁtable businesses. ④ Collaborate
with the Rikkyo Educational Corporation to secure ﬁnancial capital for strategic projects.

4．Campus development-For the Ikebukuro Campus, solidify a maintenance plan through 2030 based on the"Basic Campus Development Concept" for improving campus value and renovating / renewing
existing buildings.
-For the Niiza Campus, formulate an overall development plan based on uniqueness andcharacteristics of the campus.
-Organize issues related to Niiza Campus sports facilities and the Fujimi General Ground andcreate a development plan.

5．Promote information strategy-From a university-wide and medium-term perspective, work to improve information
infrastructure, transform into an information-based organization, and develop and operate abasic ICT environment that supports university management.
-Draft the "Information Strategy 2.0" by the end of FY2021.

6．Promote 150th anniversary
program and contribute tofundraising activities-Promote commemorative projects in collaboration with Rikkyo Educational Corporation andengage in fundraising activities to achieve the commemorative fund-raising target of 5 billion yen.
In promoting university projects, gather the wisdom of ALL Rikkyo, including collaborations withcolleges, graduate schools, and departments.