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

Mukogawa Women's University

Basic Information of the Institution
Ownership: Private

Location: Hyogo, Japan

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

Mukogawa Women’s University

Certified Evaluation and Accreditation Resultsfor Mukogawa Women’s University
Overview
Mukogawa Women’s University, founded on the Educational ideals of “nurturing
women to develop a combination of high intelligence, noble sentiments, and lofty
virtues, and to become constructive members of a peaceful nation and society,”defines the undergraduate schools’ purpose as “fostering women with a broad range
of knowledge; conducting in-depth specialized academic teaching and research;developing in Japanese women a combination of high intelligence, noble sentiment,
and lofty virtues; and contributing to the development of a global culture of peace.”
The graduate schools set forth the purpose of “teaching and researching academic
theory and practice; cultivating the skills necessary for professions requiring a highlevel of expertise; and contributing to the development of society and culture.” In2019, the University formulated MUKOJO Principles 2019 -> 2039 corresponding
to the long-term MUKOJO Vision 2019 -> 2039 to lay out the direction of theUniversity’s overall educational and research activities. The plan envisions auniversity supporting the life design of each woman, and outlines the four goals ofenhancing the quality of education and exploring its distinctive features; pursuing theadvancement and diversification of research; contributing to the development of thecommunity and society; and improving the education and research environment
while establishing a solid management base.
In AY2020, the University established an internal quality assurance system
consisting of the Academic Management Committee, Mukogawa Women’s
University Educational Reform Promotion Committee, Mukogawa Women’s
University Self-Evaluation Committee, and Mukogawa Women’s University
Graduate School Self-Evaluation Committee to launch university-wide operation ofthe system. The University has just begun to gather and deliberate on the self-study
results from the faculties, graduate schools, and other divisions, with improvement
and enhancement measures based on the results expected to be adopted throughongoing efforts.
In terms of education, all faculties and graduate schools have appropriately
designed their curricula based on the diploma and curriculum polices. The learning
guidelines are clarified using curriculum maps and course charts to visualize a list of
subjects with purposes and goals as well as approaches to the learning outcomes1

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stated in the diploma policies. In addition, the maximum number of credits allowed
in a year is specified to ensure credit validity. Based on credit status and other factors,
supervisors regularly provide specific course guidance for students under their charge
to study without an excessive burden, even if their credits exceed the cap.
The University has undertaken a distinctive initiative in faculty
development (FD). As part of its FD activities, the University has created a new
faculty training program that combines lectures and active learning. It is highly
commendable that the program provides new faculty members with knowledge andother information as university instructors regardless of their expertise, background,and age, while developing a sense of community among faculty members. Inaddition, the University has organized various social cooperation and contribution
activities aimed at achieving the key goals of the medium-term plan. The Mukojo
Station Campus established in AY2019 features a café and exhibit space for student
artworks, and hosts events including student performances. It is notable that thefacility is contributing to the revitalization of the local community.
There are several issues the University needs to address, however. Some
graduate schools, faculties, and departments have low ratios of student enrollment tothe student enrollment cap, and the average ratio of freshman enrollment to thefreshman enrollment cap over the past five years is low in some faculties anddepartments. These ratios should be improved with student quotas thoroughlymanaged. The graduate schools should also ensure the systematic and sustainable
implementation of their own FD activities for educational improvements.
In the coming years, the University is expected to progress further by
resolving these issues through internal quality assurance efforts and by enhancing its
numerous distinctive initiatives.
Notable Strengths
Faculty and Faculty Organization
The University has created a new faculty training program for FD activities. The
program is designed for new faculty members to systematically learn about
higher education trends, curricula and lesson design, teaching methods, andevaluations as well as share their views with other participants. The training
sessions also use both lectures and active learning formats. In the AY2022
session, the participants presented specific proposals for university education2

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reform and lesson improvements. It is commendable that the program carries out
group work for new faculty members regardless of their specialized fields ofstudy, background, and age to provide the knowledge required of university
instructors and to help develop a sense of community among faculty members.
Social Cooperation and Contribution
Community Liaison Division for Education and Research plays a central role incooperating with local municipalities and businesses in implementing a wide
range of activities. For example, the Mukojo Station Campus was established torevitalize the Naruo area, and the School of Business Administration offers
practical learning subjects for students to participate in community outreachactivities. Moreover, to make further progress with its community contributions,the University has newly opened the Nishinomiya Kitaguchi Campus to help
working adults advance their careers through recurrent education programs.
These initiatives are undertaken to achieve the University’s key medium-termgoals of “returning academic and research outcomes to society” and“strengthening practical education and industry-government-academia joint
research aimed at resolving social issues.” It is commendable that theUniversity’s efforts are contributing to overcoming regional challenges.

University Management and Finance
The University is creating an environment for its faculty and staff members toopenly make proposals on the University’s development, as it calls foreducational improvement and reform plans based on given themes, and supports
the implementation of selected proposals. The University promotes improvement
and reform efforts in collaboration with faculty and staff based on their proposals.
It is commendable that these approaches have led to the creation of theUniversity’s distinctive initiatives, such as the introduction of a new faculty
training program.

Suggestions for Improvement
Student Enrollment3

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The ratios of student enrollment to the student enrollment cap are low at 0.38 inthe Master’s Program of the Graduate School of Letters, 0.25 in the Master’s
Program of the Graduate School of Health and Sports Sciences, 0.33 in theMaster’s Program of the Graduate School of Human Environmental Sciences,
0.25 in the Master’s Program of the Graduate School of Pharmaceutical Sciences,and 0.17 in the Doctoral Program of the Graduate School of Architecture. Theseratios should be improved with the graduate schools’ student quotas thoroughlymanaged.

Faculty and Faculty Organization
The graduate schools have not conducted their own FD activities for educational
improvements in a systematic and sustainable way. This issue should beaddressed with FD activities appropriately implemented for each graduate schoolor program.

Recommendation
Student Enrollment
The average ratios of freshman enrollment to the freshman enrollment cap overthe past five years are low at 0.87 in the School of Music, 0.73 in the Departmentof Performing Arts, School of Music, 0.88 in the School of Pharmacy andPharmaceutical Sciences, and 0.87 in the Department of Pharmacy, School ofPharmacy and Pharmaceutical Sciences. The ratios of student enrollment to thestudent enrollment cap are also low at 0.82 in the School of Music, 0.63 in theDepartment of Performing Arts, School of Music, 0.89 in the School ofPharmacy and Pharmaceutical Sciences, and 0.88 in the Department of Pharmacy,
School of Pharmacy and Pharmaceutical Sciences. These ratios must be
improved with the schools’ student quotas thoroughly managed.

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