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

Toyo University

Basic Information of the Institution
Ownership: Private

Location: Tokyo, Japan

Accreditation Status
Year of the Review: 2021
Accreditation Status: accredited （Accreditation Period: April.1.2022 – March 31, 2029）

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Certified Evaluation and Accreditation Resultsfor Toyo University

Overview
The founding spirit of Toyo University is stated as The Basis of All Learning Lies in
Philosophy, Independence and Self-Initiative, and Integrating Knowledge and Virtue.
Its educational principles are “to have one’s own philosophy,” “to think deeply insearch of true essence,” and “to tackle social issues proactively.” The Toyo Grand
Design 2020–2024 was formulated as a medium- to long-term plan, with “paving theway for a bright future for the global community” as the basic policy, and five areas
identified: education, research, social contribution/cooperation, new business, andgovernance in order to achieve the founding spirit and educational principles.
Initiatives are planned in detail for issues arising in global society such as researchcontributing to the realization of SDGs, career support adapting to Society 5.0,
strengthening of research skills, educational skills, and social contribution skills
leveraging diverse human resources. Efforts are being made to advance activities,
with the level of achievement of the plan being reviewed, and information shared
among members so that the plan can be reconsidered as necessary.
Regarding internal quality assurance, University-Wide Self-Study Promotion
Committee, University-Wide Committees Subcommittee, and University
Management and Finance Subcommittee have been established under the University
Evaluation Headquarters. Based on the results of their checks and reviews, theheadquarters makes recommendations for improvements, and initiatives are being
appropriately taken for quality assurance of education. Regarding the checks andreviews, peer reviews within the University and external evaluations are incorporated,ideas to ensure objectivity in the evaluations are included, and recommendations for
improvements are made with interviews between the President and each of thedepartment heads. As such, improvements and enhancements are being made basedon close communication. Moving forward, the JUAA hopes the University continues
to engage in initiatives for internal quality assurance to enhance the learning
outcomes of students.
Regarding education, curricula have been organized appropriately inaccordance with the degree award policy (diploma policy) and curriculum design andimplementation policy (curriculum policy). Regarding recognizing learning
outcomes, multifaceted measuring benchmarks are being utilized, such as grade1

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points set up to ascertain items specified in the degree award policy and rubrics forthe graduation thesis, as well as original measuring methods being implemented bydepartments. The outcome can be anticipated going forward.
As a notable strength, to enable course enrollment by more people, many
faculties have established evening courses, mainly with a second division or nightschool. As an open university embracing the founder’s principle of social education,
the University responding to diverse learning needs that are not limited to vocational
education is commendable. At the Faculty of Information Networking for Innovation
and Design, the concept is cooperation among systems, organizations, and fields
through information, recognizing the importance of bringing about cross-disciplinary
innovation beyond traditional fields of study. As the University works to cultivate
cooperative ability among students by providing a practical and novel educational
curriculum, it is commendable that active efforts are being made toward recurrent
education for adults such as offering educational programs tailored to individualcompanies.
Although some issues remain regarding student quota management in thegraduate schools, it can be determined that efforts are underway for enhancement andimprovement and that structure and activity are ceaselessly verified based on themedium- to long-term plan to realize the University’s mission and purpose. Hereafter,
the JUAA hopes the University further develops its numerous distinctive initiatives
through internal quality assurance.
Notable Strengths
Mission and Purpose For “creating a brighter future for the global society,” with education, research,and social contribution/cooperation as the three pillars, the Toyo Grand Design
2020–2024 was formulated as a medium-term plan outlining matters and a planfor the University to work on, created in detail for issues arising in global society,such as research contributing to the realization of SDGs and career support
adapting to Society 5.0. The achievement status of this plan for the undergraduate
and graduate divisions is recognized through self-study activity every year, andthe university-wide President Forum is an opportunity for sharing amongmembers. Furthermore, plans for the corporation as a whole together with
progress status are reported to the Board of Trustees and the Board of Councilors,
and the plan is reviewed as necessary, which results in steady effects that can becommended.
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Education and Research Organizations
 Evening courses were set up at Hakusan Campus with a second division or nightschool, for students to study in an official degree program while being employed,in order to secure educational opportunities for people with no surplus money
and time, which was the principle of the University founder. With the evening
courses, tuition is set at a lower rate compared with the daytime courses, andstudents work full-time or part-time as staff members of the university
secretariat. A recommendation-based entrance exam is conducted that support anindependent and self-supporting life to study in the evenings, and the effort canbe commended as ideal for an education and research organization that embodies
the founding principle through careful measures that open its doors to diverse
students.
Educational Program and Learning Outcomes Each undergraduate and graduate division has its own medium-term plan inaccordance with the medium-term plan of the corporation. At the Faculty ofInformation Networking for Innovation and Design, bringing about crossdisciplinary innovation beyond traditional fields of study is the focus, aiming tofuse the humanities, arts, and sciences with computer science as the foundation.
The curriculum consists of Information Course groups (Computer Systems, IC
Social Application, etc.) and Networking Course groups (Business Building,Community Formation, etc.) to foster connectivity in students through practicallearning. The Maker’s Hub was created for practical training of students in
manufacturing, such as electronic engineering. Along with promoting theacquisition of leading-edge technology, they are expanding to adult educationsuch as by offering educational programs tailored to individual companies, and
it is commendable that innovation creativity, vast career education, and efforts
befitting activities described in the lifelong learning medium-term plan are beingrealized.
Student Support Entities have been established for learning support on each of the campuses suchas a learning support center, and many students make use of the facilities.
Individual consultation and lectures aiming to improve skills are offered, and at
the Hakusan Campus, a myriad of lectures are available such as Logical Writing,3

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English Basic Challenge, and lectures for acquiring ICT skills. Graduate school
students are stationed as learning support advisors for individual consultation,and learning support is available online while the COVID-19 pandemiccontinues. Initiatives being taken, from which enhancements in quality ofindividual learning among students and in time spent studying can be anticipated,
are commendable.
Social Cooperation and Contribution
 Based on the policy regarding social cooperation and contribution, various social
contribution activities are taking place with the Center for Social Contribution
taking the lead, such as support for community revitalization, contribution to theglobal society, and support for disaster recovery. Such initiatives are being linked
together with educational activities and with student participation, and faculty
members also actively participate in community contribution. Particularly, withfaculty members continuing to be dispatched to various locations throughout
Japan as teachers, social activities that the founder engaged in are being carried
on. With the Lifelong Learning Program and Training Support Program, lectures
are offered from among various themes, depending on the needs of thecompanies and organizations. With the SDGs Achievement Learning Support
Program in elementary, junior high, and high schools, young children andstudents study about achieving sustainable development goals. These are allbusiness activities of the University and have already been offered in many
communities involving a large number of participants and can be commended as
fitting activities for the medium-term plan.
Suggestions for Improvement
Student Enrollment
 The ratios of student enrollment to the student enrollment cap are low at 0.49 in
the Graduate School of Sociology; 0.43 and 0.17 in the Master’s Program andDoctoral Program in the Graduate School of Law, respectively; 0.18 and 0.13 in
the Master’s Program and Doctoral Program in the Graduate School ofInformation Networking for Innovation and Design, respectively; 0.26 in theGraduate School of Business Administration; and 0.22 in the Graduate School ofScience and Engineering. Therefore, significant improvements should be madeto ensure proper graduate student quota management.

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