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

Tenri University

Basic Information of the Institution
Ownership: Private

Location: Nara, Japan

Accreditation Status
Year of the Review: 2022
Accreditation Status: accredited（Accreditation Period: April 1, 2023 – March 31, 2030）

Tenri University

Certified Evaluation and Accreditation Resultsfor Tenri University
Overview
Tenri University, originally the Tenri School of Foreign Language, conducts
educational and research activities based on its Founding Spirit centered on theTenrikyo teaching of the “Joyous Life,” and the three main educational objectives of“religious awareness,” “international awareness,” and “spirit of selfless service”
embody this Spirit. To achieve these objectives, the University has formulated Tenri
University Vision 2025 as its medium- and long-term plan in the lead-up to the 100th
anniversary of its founding, and is promoting various activities based on the
educational policy of “fostering individuals who can independently determine what
they should do and actively take action.”
Regarding the University’s education, all faculties and graduate schools
appropriately design their curricula based on the diploma and curriculum policies inline with the vision. Curriculum maps and course charts have been created since
AY2018 to visualize the connection between diploma policies and curricula as well
as clarify the position of each subject in the curricula. Teaching methods apply active
learning approaches that include group work, discussions, and presentations toencourage student participation. The student learning outcomes stated in the diploma
policies are monitored and evaluated through graduate surveys, subject grades, andscreening of graduation theses or projects based on the assessment policy.
To assure the University’s quality of education, the faculties and otherdivisions use self-study check sheets to conduct inspections and assessments, andbased on the findings, the Self-Evaluation Committee compiles the university-wide
assessment results. Following instructions issued by the Planning Evaluation
Meeting and the University Council, the faculties and other divisions formulate andimplement improvement measures. Inspections and assessments are carried out under
this system every academic year, with improvement and enhancement efforts madebased on the results. This process indicates that the University’s internal quality
assurance system is effectively functioning in general.
The University has undertaken distinctive initiatives with its affiliatedTenri Central Library and Tenri University Sankokan Museum. These institutions
house large valuable collections, including national treasures and important culturalproperties, which are placed on exhibit and made accessible for educational and1

Tenri University

research activities. For example, original ancient documents and classical Japanesematerials are used for courses in the Department of History and Culture Studies andlessons on library resources. In addition, the library’s wide range of materials hashelped produce new research outcomes in the fields of religious culture and Japanese
history. These approaches are highly commendable. The University also engages invarious social cooperation and contribution activities based on the educational
objective of the “spirit of selfless service.” It is highly commendable that theUniversity is promoting student and faculty initiatives that contribute to regional
revitalization by supporting student volunteer community activities in cooperation
with local municipalities, while offering grants to faculty members for research
aimed at overcoming regional challenges.
There are several issues the University needs to address, however. Some
faculties, departments, and graduate schools fall short of fulfilling their student
quotas; some have not established faculty organization policies for each curriculum,
and have failed to systematically undertake faculty development (FD) efforts toenhance their research and social contribution activities. These issues should beaddressed. In terms of finances, the University has not built a solid financial base tosustainably carry out its educational and research activities. This financial situationneeds to be improved through steady implementation of the University’s mediumterm plan. Moreover, it is not entirely clear to outsiders how the University’s
Founding Spirit is connected to its educational objectives, and the University should
explore ways to make this easier to understand.
In the coming years, the University is expected to review its internal
quality assurance system centered on self-evaluation check sheets in pursuit of more
effective operations, resolve the above issues by efficiently operating the universitywide PDCA (Plan-Do-Check-Act) cycle, and take advantage of its distinctive
features to progress further.
Notable Strengths
Education and Research Environment
The University’s affiliated Tenri University Sankokan Museum and Tenri Central
Library have been established to promote mutual understanding of people indifferent parts of the world by learning about their lives and histories. Thesefacilities possess and exhibit large collections of valuable materials and artifacts,2

Tenri University

including cultural and archaeological materials from around the world as well asJapan’s national treasures and important cultural properties. These materials arealso made accessible for educational and research purposes. It is commendable
that lessons adopt realistic approaches using original ancient documents, and thatthe materials have helped produce new research outcomes in the fields ofreligious culture and Japanese history.
Social Cooperation and Contribution
The University has signed a comprehensive partnership agreement with Tenri
City in Nara Prefecture with the aim of fostering individuals devoted to the“spirit of selfless service (devotion to others)” based on its founding spirit, andsupports students actively involved in contributing to the local community. TheAccreditation Review Committee, formed by representatives from the University,Tenri City, and businesses, recognizes students who have contributed to the city’s
administrative policies as Students Contributing to Administrative Policies. In
addition, the Research Grants for Community Issues program has been created
to offer grants to the University’s faculty members for research aimed at
overcoming community issues. It is commendable that the University iscontributing to regional revitalization by promoting the active participation ofstudents and faculty members in community outreach activities.

Suggestions for Improvement
Student Enrollment
The Graduate School of Religion and Culture Studies has a low ratio of 0.08 instudent enrollment to the student enrollment cap. This ratio should be improved
with the graduate school’s student quotas thoroughly managed.

Faculty and Faculty Organization
The University has failed to take sufficient steps to enhance its faculty members’
skills and abilities to better develop their research activities and promote social
contribution activities. Further efforts should be made to systematically
implement FD activities for improvements other than education in a multifaceted3Tenri Universityway.
University Management and FinanceTenri University Education Corporation Medium-term Plan sets the goal of
securing stable revenues; it aims to optimize personnel costs and shift away froma financial structure relying on donations from religious institutions, but the labor
cost ratio remains high. In addition, the university corporation’s overall balance
sheet for operating activities has been negative since AY2020, and the ratio offinancial assets to the required reserve fund remains low. This financial situation
should be improved with the medium-term plan steadily implemented.

Recommendation
Student Enrollment
The average ratios of freshman enrollment to the freshman enrollment cap overthe past five years are low at 0.74 in the Department of Religious Studies, Facultyof Human Studies, 0.88 in the Faculty of Letters, and 0.81 in the Department ofHistory and Culture Studies, Faculty of Letters. The ratios of student enrollment
to the student enrollment cap are also low at 0.74 in the Department of ReligiousStudies, Faculty of Human Studies, 0.87 in the Faculty of Letters, 0.83 in theDepartment of History and Culture Studies, Faculty of Letters, and 0.88 in theDepartment of Foreign Languages, Faculty of International Studies. These ratios
must be improved with the faculties’ student quotas thoroughly managed.

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