University Accreditation Results(Results for Certified Evaluation and Accreditation for University)

Wako University

Basic Information of the Institution
Ownership: Private

Location: Tokyo, Japan

Accreditation Status
Year of the Review: 2019
Accreditation Status: Accredited（Accreditation Period: April 1.2020 – March 31.2027）

Certified Evaluation and Accreditation Resultsfor Wako University
Overview
In line with the principle of “a community of free research and learning,” Wako
University (hereinafter referred to as the “University”) states as its purpose “to nurtureindividuals who harmonize humanistic and social education with knowledge and skills ofa new age” and “to contribute to social and cultural development.” In order to achieve
this purpose, the Second Future Planning Meeting compiled a report in September 2014
that described the University’s goals for development to be achieved by 2025. Using thereport and the president’s statement issued in December 2014 as guiding principles, theUniversity has engaged in the achievement of its mission and purpose. However, sincethese guiding principles are currently not clearly defined in the form of a mid- to longterm plan, the University needs to formulate a concrete mid- to long-term plan for future
development.
With regard to internal quality assurance, the University established the Wako
University Internal Quality Assurance Policy and Procedures in 2018 and created aninternal quality assurance system in which the President’s Office Meeting is given theresponsibility of promoting internal quality assurance. Under this system, the Self-StudyCommittee gathers the results of self-study activities conducted in each division, thePresident’s Office Meeting formulates policies for improvement based on reports fromthe Self-Study Committee and provides measures for improvement developed in line withthe policies of the respective divisions, and then each division implements the measures.
However, to date, no improvements have been made based on management by or support
from the President’s Office Meeting. The schedules for regular checks and reviews andevaluation criteria and methods for each division are not clearly defined, and thus theinternal quality assurance system is not functioning effectively. Going forward, thePresident’s Office Meeting should implement management and provide support in orderto achieve improvement based on the results of checks and reviews, and thereby ensurethat the University’s internal quality assurance system functions effectively.
Regarding education, degree award policy (diploma policy) and curriculum
design and implementation policy (curriculum policy) have been set for the whole
University as well as individual faculties, in line with the University’s mission andpurpose. Under the concepts of “developing comprehensive intelligence and education,”“small-group education,” and “broad subject variety,” all faculties have designed
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curricula appropriately with consideration given to orderliness and systematicity. TheUniversity has achieved the concept of “broad subject variety” by adopting a “lecturebuffet” system, whereby students, regardless of faculty, are free to register for universitywide subjects (not including certification-related subjects, etc.). This is an effective
system that encourages student learning.
The University opened the Local Cooperation Research Center in 2016 as anorganization for connecting the local community and the University, and has strived toimprove its educational program by establishing the Gender Studies Program, whose aim
is to teach students the skills necessary to deal with gender issues, and common general
education subjects linked to local cooperation activities. These are remarkable endeavors.
It is commendable that the University actively engages in diverse, community-basedsocial cooperation and contribution activities in line with its principles.
However, there are several issues that should be addressed. One major issue isthat the financial base necessary to conduct educational and research activities in a stablemanner has still not been established. The University should consistently implement
effective measures, such as increasing revenue by gaining more students and cutting laborcosts, and try to establish the financial base necessary to conduct educational and research
activities. Other issues include the following: the graduate school does not present thebasic ideas on curriculum implementation in the curriculum design and implementation
policy; the examination criteria for master’s theses are insufficient; and both faculties andthe graduate school have not established adequate methods for grasping and evaluating
the learning outcomes indicated in the degree award policy. Faculty development(hereinafter referred to as “FD”) activities unique to the graduate school are lacking.
Therefore, these issues should be addressed.
Thus, going forward, we hope the University implements measures for
improvement by formulating a clear mid- to long-term plan, conducting appropriate selfstudy activities in line with the goals and policies presented in the plan, and, based on theresults of such self-study activities, ensuring that the university-wide internal quality
assurance system functions appropriately.
Notable Strengths
Social Cooperation and Contribution
 Under the concept of “an open university,” the University established the Local
Cooperation Research Center in 2016. In addition to holding public lectures, such as3

Open College Paideia, the University has strived to improve its educational programby establishing common general education subjects linked to local cooperation
activities, for example, and engages in a variety of social cooperation and contributionactivities. The University engages in other initiatives that are closely linked toeducational and research activities, which has led to the development of individuals
capable of contributing to the local community. It is commendable that the University
actively engages in social cooperation and contribution activities under a systematic
structure developed in line with the University’s principles.
Suggestions for Improvement
Internal Quality Assurance The University has established an internal quality assurance system centered aroundthe President’s Office Meeting, whereby the President’s Office Meeting formulates
policies for improvement based on the results of checks and reviews conducted ineach division every year. The system is designed to lead to improvement, but, to date,no improvements have been made based on management by or support from thePresident’s Office Meeting. The schedules for checks and reviews and evaluation
criteria and methods for each division are not clearly defined, and thus the internal
quality assurance system is not functioning effectively. Going forward, the President’s
Office Meeting should, upon considering how checks and reviews should beconducted, implement management and provide support in order to achieve
improvement based on the results of checks and reviews conducted in an appropriatemanner, and thereby ensure that the University’s internal quality assurance system
functions effectively.
Educational Program and Outcome
 The Graduate School of Society and Cultures does not present the basic ideas on
curriculum implementation in the curriculum design and implementation policy. Thisshould be improved.
 Pre-School Education Program in Child Education Course in the Department ofPsychology and Education, Faculty of Human Sciences, sets a limit on the number ofcredits students can register for in a single year. However, the limit on the number of4credits first- and second-year students can register for in a single year is set high at 59
credits. Other measures have not been implemented to give substance to credits, andnot enough is being done to give substance to credits. Therefore, the University should
improve the situation in view of the purpose of the credit system.
 Although the Graduate School of Society and Cultures indicates the examination
criteria for master’s theses, the criteria only describe the relevant procedures and thus
do not enable examination as to whether a thesis meets the standard required for amaster’s degree.
 The faculties and graduate school do not appropriately measure the learning outcomesindicated in the degree award policy. Therefore, the faculties and graduate school
should clarify the relationship between measurement methods and learning outcomesand measure the learning outcomes appropriately from multiple angles.
Faculty and Faculty Organization
 Although FD workshops and similar activities are held, faculty development activities
unique to the graduate school for improving education by faculty members areinsufficient. This should be improved.
Recommendation
University Management and Finance The net income from business activity (imputed net income) ratio has been negative
for some time, and the ratio of the financial assets to the required reserve fund is low.
Therefore, the University has not established the financial base necessary to conduct
educational and research activities. The University formulated a mid- to long-term
financial plan in AY2017, in which it stated the intention to reduce labor costs andachieve stable revenue by gaining more students. Therefore, in line with this plan, theUniversity should consistently implement effective measures, and work on
fundamentally restructuring its financial structure and establishing a financial base.

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