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

Kyushu Women’s University

Basic Information of the Institution
Ownership: Private

Location: Fukuoka, Japan

Accreditation Status
Year of the Review: 2014
Accreditation Status: accredited（Accreditation Period: April.01.2015 – March.31.2022）

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Certified Evaluation and Accreditation Resultsfor Kyushu Women’s University
Overview
Kyushu Women’s University (hereafter, the University) succeeded Fukuhara HighSchool Women’s Division (founded in 1947) and established itself in April of 1962
containing the Faculty of Home Economics. Thereafter, the University established newdepartments and a faculty, and has gone through reorganization. Currently, theUniversity contains two faculties, the Faculty of Home Economics and the Faculty ofHumanities. The University is located in Kitakyushu city, Fukuoka prefecture, and has
engaged in education and research activities according to the founding spirit of “Jiritsu
Shogyo,” which encourages students to act under the guidance of their own judgment
and sense of responsibility in accordance with the rules that they have set up forthemselves.
After its accreditation review by Japan University Accreditation Association(JUAA) in 2007, the University has made notable efforts in students enrollment. It
increased the number of applicants by sending students as “ambassadors” to highschools they graduated, and has them report the latest news of the University. Other
notable features include the creation of “The Faculty Profiles” and “The Career Sheets”
for student support. However, several issues need to be addressed, for instance upon
examining the relevance of various functions of the University, responsible parties, theirauthorities, and the process need to be clarified. The University should establish a clear
and systematic review system.
Notable Strengths
Enrollment
The effort to send students as “ambassadors” to visit their alma maters, visiting
former teachers in their high schools and reporting the latest news of the University,
creates opportunities to inform potential applicants of the details of the University
and the effort is highly valued by the high schools. Along with that, the other effortsof high school-university partnership have produced solid results and has led to anincreased number of participants in the “Open Campus”(campus visits), as well as
more applicants to the University from partner high schools.

Student Support
“The Faculty Profiles” have been created and distributed with class syllabi. The
profiles explain how the faculty member conducts the class in a comprehensive
manner and the time of office hours, and have been used extensively by students.
By checking in with students regularly and continuously through “the Career Sheets”
and by setting up the Kyujo Room as a consultation desk that facilitates the sharingof information between sections and faculty, the University has established adetailed study, life, and career support system for students in accordance with thestudent support policy. It is commendable that these student support measures haveresulted in a high employment rate for graduates.

Suggestions for Improvement
Enrollment
The ratio of transfer students to the transfer student admission cap is low at 0.09 in

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the Faculty of Humanities. This should be improved.
Administration and FinanceAs a corporate body, the University planned a large-scale seismic retrofit andrenovation in the 2014 Mid-term Financial Plan, and listed the dissolution ofimbalance of imputed income and expenditures as its first priority. However, theestimated future ratios in the balance sheet of imputed income and expenditures islow, and at the end of the 2018 fiscal year, the estimated rate of the carried overexpenditure for next to the imputed income will be 303 percent. This plan cannot be
regarded as effective for restoring financial health. In order to restore its finances,
the University needs to balance its income and expenditures by securing appropriate
income sources reducing the carried over expenditure for next year, and/or earning
sufficient financial assets. These points should be reflected in the Mid-term
Financial Plan.

Internal Quality AssuranceUpon examining the relevance of various functions, responsible parties, authorities,
and procedures of the University have not been clearly defined, in order to ensureinternal review process function properly. To build cooperation among related
committees, the University should clarify and strengthen its position as a
responsible party for internal quality assurance, and is expected to establish anorganized system of internal quality assurance.