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

Musashi 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）

Musashi University

Certified Evaluation and Accreditation Resultsfor Musashi University

Overview
Musashi University has adopted its founding philosophy, the Three Founding
Principles”that its antecedent, Musashi High School in the former educationalsystem, set forth at the time of its founding. These principles are: To produce
individuals dedicated to our nation’s ideal of incorporating the cultural values of Eastand West; To produce individuals equal to the challenge of acting on the world stage;
To produce individuals capable of independent thought and research. The purpose of
the University is stipulated in conformity with the “Basic Act on Education” and inaccordance with the “School Education Act” to provide university education, toresearch and teach academic theories and their applications, and to foster
individuals to become immaculate member of society with rich general educationand deep, specialized knowledge based on the philosophy of the university’sfounding. In order to realize these principles, Musashi University has defined as the“Basic Educational Goals” as follows: Independence—studying independently andthinking for themselves; Dialog—open and honest dialog; Practice—thinking
globally and acting locally. Based on the above, a new vision for the 100th
anniversary of the school in 2022 was set as follows: to nurture well-educated “globalcitizens who understand different cultures and create the future and to return to theroots, aiming to inherit three founding principles and reform for the future”. Thus,
with the clear “Founding Philosophy” as the starting point, each undergraduate andgraduate school executes educational and research activities by establishing threepolicies based on Musashi University's “Basic Educational Goals”.
Regarding internal quality assurance, reforms were made according to thefindings of the JUAA in in the second certified evaluation and accreditation, which
was evaluated in 2014. The Internal Quality Assurance Committee; an organization
to promote internal quality assurance, and “the University-wide Self-AssessmentCommittee”; an organization to conduct inspections and evaluation, have been
established with an explicit division roles. Additionally, self-assessment by eachdepartment, “the Musashi University External Evaluation”, and “the UniversityPlanning Office” have been established. For utilizing these five structuralorganizations, internal quality assurance has been implemented university-wide,
inspecting, evaluating, improving and enhancing, as well as a mutual evaluation1

Musashi Universitysystem with other universities in Tokyo and an external evaluation system have beenpracticed.
Regarding education, since the University’s founding, the entire university hasvalued small-sized classes and seminars. The “Cross-Department Problem-Solving
Project; the Three-Faculty Crossover Seminar Project, conducted by undergraduate
schools is a notable initiative and a remarkable feature that is expected to help
students of the three faculties acquire the “diverse perspectives” required in society
by applying their respective expertise to current and specific themes.
Another outstanding point of Musashi University is remarkable reformationand improvement of its educational and research organization in response toglobalization. Regarding the organization of faculty members, moreover, it is thesignificant strength that Musashi University gives consideration to diversity ingender, age, nationality, and other attributes in accordance with university-widepolicy.
On the other hand, improvements are required regarding student enrollment
because some graduate schools have low ratios of student enrollment to the quota ofstudents. In addition, in the university management, there is a discrepancy between
regulations for the personnel evaluation rules and actual situations regarding thepromotion of administrative staff, and the efforts for level-specific are notinsufficient yet.
From now, the JUAA expects that the University will make the internal quality
assurance system function more effectively for resolving the problems revealed inthis evaluation, furthermore, in practice of education, continue the founding
philosophy to be developed and embodied as a distinctive initiative.
Notable Strengths
Education and Research Organizations
 There have been remarkable improvements and enhancements in theorganization of education and research in response to globalization. In
accordance with the strategic goal; Improvement of educational capacity forglobalization in the Third Medium-Term Plan, the Musashi University Parallel
Degree Programme Education Centre was newly established to promote andenhancement of the parallel degree programme with the University of London
on a university-wide basis. Through the centre, initiatives for globalization, suchas the partial introduction of a quarter system, and it is appreciated as progress
toward the realization of “the Three Founding Principles”.
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Educational Program and Learning Outcomes Since the founding of the university, small-group classes and seminars have beenvalued whole university. From the first to the fourth year of undergraduate
school, seminar-style classes are offered as compulsory subjects, based on
characteristics of each faculty. Especially, the “Cross-Department ProblemSolving Project; the Three-Faculty Crossover Seminar Project” is highly
appreciated because the students from the three faculties are expected to acquire“diverse perspectives”, required in society by applying their respective expertiseto current and specific themes. Furthermore, continuous efforts to help students
acquire skills that cannot be developed through lectures only in line with“Musashi University's basic educational goals”.
Faculty and Faculty Organization
 In accordance with university-wide policy, the organization of the faculty has
been structuring in consideration of diversity in gender, age, nationality, andother attributes. Consequently, it is appreciated that the ratio of full-time faculty
members who can teach classes in languages other than Japanese hascontinuously met the target, and the ratio of female full-time faculty members
has made in AY 2020.
Suggestions for Improvement
Student Enrollment
 In the Doctoral Course of the Graduate School of Economics, the ratio of numberof students enrolled to the admission capacity is low at 0.07. The ratio of students
enrolled in the Master’s Course, and in the Doctoral Course of the Graduate
School of Humanities is 0.35 and 0.25, both of which are low in compared withthe admission quota. Therefore, improvements are required to ensure that thequota of the Graduate School is properly managed.
University Management and Finance Regarding the promotion of administrative staff, improvement is required,because there is a discrepancy between regulations and actual conditions inpersonnel evaluation regulations.
Although an SD plan has been established, implementations of “level-specific3

Musashi UniversityTraining” are insufficient yet. In addition, since the rules and regulations
regarding the implementation and operation of training based on the SD plan
have not been established, improvements are required to ensure that training isproperly implemented based on the SD plan.

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