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

Nishogakusha University

Basic Information of the Institution
Ownership: Private

Location: Tokyo, Japan

Accreditation Status
Year of the Review: 2020
Accreditation Status: accredited （Accreditation Period: April.1.2021 – March.31.2028）

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Certified Evaluation and Accreditation Resultsfor Nishogakusha University
Overview
Based on its founding spirit, Nishogakusha University’s rules establish the mission andpurpose of the University as “using Eastern ethos to mold character” and “expanding
practical skills, knowledge, and morality while contributing to global culture by nurturing
internationally competent people who improve Japanese society”. The mid- and longterm plans to achieve the mission and purpose are included in Nishogakusha University’s(hereafter the “Corporation”) successive long-term plans, the N’ 2020 Plan and the N’
2030 Plan.
The University is working to enrich the system that previously promoted checks,
reviews, and faculty development (hereafter “FD”) for education and research activities,
etc. in requesting the current University Accreditation and has established the University
Management Committee as the main organization for promoting internal quality
assurance as well as a Checks and Review Committee and Case Investigation Committee
within each division as the entity that conducts checks and reviews. The University
Management Committee receives reports from the Checks and Review Committees on
the results of checks and reviews and is positioned as the organization that provides
direction for improvements and quality assurance in education and research services. This
structure is shared with all faculty members via Faculty Council meetings and theUniversity groupware. Deans and Directors of Research summarize the results of checks
and reviews, the division’s Checks and Review Committee examines the summary, andthe results are reported to the University Management Committee through the Checks andReview Committee. This cycle of checks and reviews followed by improvements andrefinements was established in 2019 and while it has been defined as a system, how
directions from the University Management Committee aimed at improvement areimplemented and whether the system will function effectively depends largely on future
efforts. Additional work moving forward is expected to ensure an effective Universitywide internal quality assurance system centered on an organization that promotes internalquality assurance.
For curricula and learning outcomes, the University specifies degree award
policies (diploma policies) that adhere to the University’s mission and purpose at thebeginning of course guidelines, specifies degree award policies in undergraduate
divisions aimed at improving undergraduate education and degree award policies in1

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graduate divisions geared towards improving graduate education and research, and thensystematically explains each one. It also creates a table showing the relationship between
educational courses and degree award policies, shows where courses students intend to
take are listed in degree award policies, and arranges curricula systematically whileconsidering the academic system and learning sequence in specialized fields. In addition
to providing personalized guidance in creating a thesis as the culmination of learning ina division and conducting interviews after students have submitted their graduation thesis
as initiatives to measure the student learning outcomes listed in degree award policies,
the University also seems to have proactively considered initiatives that introduce
common rubrics in creating, defending, and presenting theses. In graduate divisions,students in the first years of doctoral programs (master’s programs) present interim
reports while creating their master’s thesis and undergo a final interview after submitting
their thesis. In the last years of doctoral programs, research results are verified via
conference presentations, etc. as a requisite for submitting a doctoral thesis and advisors
assess and review whether each point in the degree award policy has been satisfied byconducting final interviews, etc. after students submit their doctoral thesis. In this way,
the graduate schools can expect to see results in the future.
To enhance the quality of University management in faculty and staff members
and create a suitable University management structure as a foundation for governance by
the President, the University institutionalized a staff development (hereafter “SD”)
system for all staff members, conducted joint faculty and staff training sessions centeredon an SD Committee, and has enacted continuous initiatives to solidify knowledge related
to University Management shared among faculty and staff, all of which are highly valued
as they are expected to promote future educational collaborations.
However, there are several issues that should be addressed. Some graduate
schools do not indicate the learning outcomes - including knowledge, skills, and abilities- that students will need to attain for a degree in their degree award policies, someundergraduate divisions and departments do not present their basic ideas on curriculum
implementation, and some graduate schools have not established their curriculum design
and implementation policy (curriculum policy) for each degree that will be awarded. The
University does not conduct any graduate school-specific FD activities for educational
improvement, and this must be improved.
Moving forward, the University should plan to firmly establish and developinternal quality assurance while addressing the improvements listed above. In this way, it
can expect significant advancements in the future by further developing characteristic
initiatives as a University.

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Notable Strengths
University Management and Finance To enhance the quality of University management in faculty and staff members andcreate a suitable University management structure as a foundation for governance by
the President, the University institutionalized an SD system for all staff members in
the “Nishogakusha University Staff Development Regulations,” conducted joint
faculty and staff training sessions centered on the SD Committee, and has enacted
continuous initiatives to solidify knowledge related to University management shared
among faculty and staff, all of which are highly valued as they are expected topromote future collaborations.
Suggestions for Improvement
Educational Program and Learning Outcomes The degree award policies for the first and last years of the Doctoral Program in theGraduate School of Literature do not indicate the learning outcomes - including
knowledge, skills, and abilities - that students will need to attain for the degree, andthis must be improved.
 The Faculty of Literature, and the Faculty of International Politics and Economics’
Department of International Politics and Economics and Department of International
Business do not present their basic ideas on curriculum implementation in thecurriculum design and implementation policy. The first and last years of the Doctoral
Program in the Graduate School of Literature do not indicate a curriculum design andimplementation policy that corresponds with each degree, and this must be improved.

Faculty and Faculty Organization
The University does not conduct any graduate school-specific FD activities relating
to educational improvement and this must be improved so that FD activities are3

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appropriately implemented as master’s programs, doctoral programs as a whole (thefirst and last years), and each graduate division.

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