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

Komazawa 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）

Komazawa University

Certified Evaluation and Accreditation Resultsfor Komazawa University
Overview
With an educational mission focused on Buddhist doctrines and the spirit of Zen,
Komazawa University aims to “provide far-reaching knowledge while extensively
studying and researching specialized education and using human-focused education tobuild character through Buddhism”. The Komazawa 2030 long-term vision was createdto achieve the University’s mission and purpose and each division and graduate school’s
goals, etc. To help realize that vision, the University established the “Five Reform
Policies,” created the “Komazawa University Policy System (2018 - 2021)” and the“Komazawa University Mid-Term Business Plan (2018 - 2021)” to further help achieve
those policies, and expanded operations based on the long-term plan for the future.
For internal quality assurance, the University created the “Internal Quality
Assurance Policy” in December 2018 as a University-wide policy centered on thePresident with the goal of creating a cycle of constant improvements and reviews ineducational operations. It also established the Education Operations Board in January
2019 as a University-wide organization responsible for promoting internal quality
assurance to systematically advance improvements and refinements based on checks andreviews results as well as implement initiatives toward improving learning outcomes andeducation fulfillment. However, while the Education Operations Board has been directing
internal quality assurance, the assistance it provided each undergraduate and graduate
division for improvements based on results of checks and reviews has been inadequate.
While the rapid implementation of the new internal quality assurance system did
contribute to this issue, moving forward the Education Operations Board must better
assist each organization and allow closer cooperation between organizations based on the“Internal Quality Assurance Policy” so that each undergraduate and graduate division cansteadily implement improvements and refinements based on the results of checks andreviews.
Regarding education, all undergraduate and graduate divisions have organized
their curricula appropriately based on the University’s mission and purpose and inaccordance with the degree award policy (diploma policy) and curriculum design andimplementation policy (curriculum policy). The University works to multilaterally
ascertain learning outcomes by measuring and reviewing them in undergraduate programs
at the organization level (University), the undergraduate level (division and department),
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and the course level (individual courses) under a newly established assessment policy.
However, this policy should be refined in the future because each indicator does not haveestablished numerical targets.
The University offers some exceptional opportunities such as collaborations
between organizations in the University like the undergraduate divisions, graduatedivisions, research labs inside the University, the library, and the museum and students
and the alumni association as well as a variety of activities for social cooperation andsocial contribution. In particular, the University’s cooperative efforts with Setagaya Cityand its proactive work to provide a range of social cooperation and social contribution
opportunities in the community like “Kids University’ and “Sports Festival” areextremely valuable. The University is also currently working to establish a “SocialCooperation Center” (provisional name) that will unite these varied efforts under one roof
and this center is expected to strengthen the University’s characteristic efforts.
However, there are several issues that should be addressed. First, plans to assess
the value of credits in some undergraduate and graduate divisions are insufficient.
Improvements must also be made to the issues involving departments and majors thathave trouble enrolling transfer students and the numerous graduate divisions with low
ratios of student enrollment to the student enrollment cap.
The University can expect to make significant progress in the future by creatinga system aimed at implementing the newly established internal quality assurance system,
organically connecting the PDCA cycle of undergraduate and graduate divisions with theUniversity’s PDCA cycle, and working to enact initiatives toward improvement andrefinement.
Notable Strengths
Social Cooperation and Contribution
 The University offers many initiatives like “Kids University” where student groups
provide a wealth of unique, hands-on programs to help elementary school students
with their summer homework assignments and the “Sports Festival” organized by theSports Club that aims to increase interaction between the University and the localcommunity. This also leads to the realization of the growth of the students who
participated in such initiatives. Started in 2016 with the goal of “Creating a City forEveryone,” the “Sports Festival” in particular offers a chance for people of all ages
to interact with the University via cooperation with 20 local organizations, support
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from the “Setagaya Platform” (a cooperative effort between Setagaya City, a numberof local Universities, and local businesses), and a variety of events such as sporting
events and opportunities to experience sports for people with disabilities. University
resources are used effectively in this way according to the needs of the local society
and the University uses a variety of initiatives to provide value to society.
Suggestions for Improvement
Internal Quality Assurance The Education Operations Board was established as the organization responsible foradvancing internal quality assurance and while it is responsible for internal quality
assurance and supporting improvements based on the results of checks and reviews
from each undergraduate and graduate division, the Board does not provide adequatesupport. The Education Operations Board must improve the assistance it provides
each organization and allow organizations to cooperate more closely based on the“Internal Quality Assurance Policy” so that each undergraduate and graduate division
can enact improvements and refinements based on results of checks and reviews.
Educational Program and Learning Outcomes While each faculty and department limits the number of credits students can register
for in one academic year, courses like teacher training allow students to exceed thecredit limit and a number of students in the Department of History, Faculty of Lettersand the Department of Political Science, Faculty of Law registered for course loads
that exceeded the limit. While the syllabus contains the material to study before andafter class, the number of study hours, etc., plans to assess the value of credits areinsufficient and must be improved in light of the purpose of the credit system.
Student Enrollment
 In the last five years, no transfer students have entered the Department of Japanese
Literature, Faculty of Letters or the Department of Geography’s Regional
Environment Research Major and the number of transfer students entering theDepartment of Geography’s Regional Culture Research Major, the Department ofHistory’s Archaeology Major, and the Department of Sociology’s Social Work Major
has been significantly lower than the enrollment quota and this must be improved.
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 The ratio of student enrollment to the student enrollment cap is low at 0.35 in theGraduate Division of Economics Master's Program, 0.15 in the Graduate Division ofLaw Master's Program, 0.35 in the Graduate Division of Business
Administration Master's Program, 0.17 in the Graduate Division of Business
Administration Doctoral Program, and 0.31 in Graduate Division of Legal Researchand Training. In addition, no students are enrolled in the Doctoral Programs in boththe Graduate Division of Business Administration and the Graduate Division of Law
and the University must significantly improve graduate school quota management.

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