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

Tokyo Christian University

Basic Information of the Institution
Ownership: Private

Location: Chiba, Japan

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

Tokyo Christian University

Certified Evaluation and Accreditation Resultsfor Tokyo Christian University
Overview
Tokyo Christian University, founded on the guiding principles of “Evangelical,”“Interdenominational, “Practical Theological Education,” and “Commitment to
Global Missions,” defines its purpose as “Commitment to Christ,” “ChristianWorldview,” “Passion for Mission,” “Intercultural and Interpersonal Understanding,”“Nurturing Church Ministers and Lay Leaders,” “Character Education through Small
Groups,” and “Communal Theological Education.” To achieve these principles andpurpose as well as the objectives set by the faculty and graduate school, theUniversity has laid out the Third Medium-term Plan as a medium- to long-term vision
to engage in various activities. The University has also launched the Serving theKingdom of God Project as a taskforce-based long-term plan drawing up specificschemes to establish a sound financial base. With the project entering its second
phase, the University is carrying out projects based on the medium- and long-termplans.
Regarding the University’s internal quality assurance system, the Internal
Quality Assurance Policy was established in AY2013, and the Internal Quality
Assurance Promotion Committee was formed in AY2019 as an organization
responsible for promoting internal quality assurance to effectively operate thesystem. The policy was revised in AY2022 to upgrade the internal quality assurance
system. However, while the committee plays a leading role in internal quality
assurance, the authority and roles of the University Administrative Council and the
Self-Study Committee have not been clarified. This issue needs to be addressed,
including updating the regulations. Moreover, the University has inadequately
implemented systematic self-studies of the faculty, graduate school, and otherbodies, and its support for improvement measures based on the self-study results is
insufficient. As mentioned above, the updated internal quality assurance system has
been operating for only a short period of time since the internal quality assuranceorganization was structured and the system policy and regulations reviewed. In theyears ahead, the University should operate its internal quality assurance system
more effectively by clarifying the authority and roles of the Internal Quality
Assurance Promotion Committee, University Administrative Council, and SelfStudy Committee, and by implementing systematic self-studies with feedback1Tokyo Christian University

based on the results provided to each organization to support the improvement
efforts.
As for education, the faculty and graduate school have appropriately
designed their curricula based on the diploma and curriculum policies in light of the
University’s guiding principles and purpose. The undergraduate program focuses on
small-group learning, and has designed TCU’s core subjects, including Christian Life
Formation, using the “Koinonia” student life support program to enhance student
learning and promote the University’s pursuit of holistic education. The University
has introduced external assessment tests and other means to measure the student
learning outcomes stated in the diploma policy, but data on the measurement results
have yet to be gathered for educational improvements. The University is expected tocontinue these approaches and use the findings to improve its teaching and learning
management.
The University has undertaken an outstanding initiative in small-groupboarding school education based on its guiding principles under the student support
system. The Koinonia program that organizes chapel activities in small groups is aparticularly commendable initiative that contributes to character development with asense of community fostered among students, faculty, and staff. It is also notable that
the University’s three affiliated institutions are actively engaged in a variety ofcommunity-based social cooperation and contribution activities on the basis of the“Glocal Theology” concept of envisioning a university deeply committed to thecommunity and open to the world. For example, the Kyoritsu Christian Institute hasorganized support activities, research projects, and symposiums related to the 2011
Great East Japan Earthquake. The University is expected to produce more positive
outcomes by further promoting its distinctive initiatives university-wide throughactivities led by its social cooperation promotion organizations based on the Glocal
Theology concept.
There are several issues the University needs to address, however. First,
the University faces the pressing issue of its financial base, and should work to draw
up a financial plan based on actual conditions and steadily implement measures tobuild a solid financial foundation. In relation to this matter, to deal with the challengeof fulfilling its student enrollment quota, the University integrated the existing
departments to newly establish the Theological Studies Department in AY2021, but
fell short of fulfilling the student quota in the first academic year of its opening.
Efforts should be made to step up student recruitment activities and appropriately
manage the student quota by the time when the first enrolled students in the new2Tokyo Christian University

department graduate. Moreover, the internal quality assurance system should be
structured properly by reexamining the classification of each organization’s functions
and ensuring consistency with the quality assurance policy and regulations.
Meanwhile, there are several other issues that need to be reviewed. The graduate
school has not made its grade evaluation and grade criteria to the public. In terms ofschool management, the University has not taken sufficient steps to update its budget
regulations, nor to enhance the skills and abilities required of faculty and staff
members. The University should improve the system to plan and implement staff
development (SD) activities for its faculty and staff.
In the coming years, the University is expected to progress further byimproving its internal quality assurance system, and effectively promoting
improvement and enhancement efforts with the PDCA (Plan-Do-Check-Act) cycle
organically connecting the three layers of the faculty and graduate school, theUniversity as a whole, and faculty and staff members.
Notable Strengths
Student Support


The Koinonia small-group activities are organized during the weekly chapel
service. Supervisors assigned to each group encourage interactions to build asense of community among students, with views exchanged on Bible verses andreports given on recent activities. The TCU Portfolio was introduced in AY2021
to provide feedback from full-time faculty members and other support efforts incooperation with school divisions as needed during the Koinonia sessions. This
student support initiative using the University’s distinctive features iscommendable as the faculty and staff are expected to provide students withspecifically designed academic and campus-life assistance, and contribute toholistic Christian education that integrates faith, learning, and life.

Social Cooperation and Contribution

The University promotes Glocal Theology as a practical theological concept ofsocial cooperation to serve the local community from a global perspective, andengages in social cooperation and contribution activities with a primary focus oncollaboration and partnership with regional communities. For example, theUniversity holds Christianity and Welfare Research Group sessions at the3Tokyo Christian University

Kyoritsu Christian Institute, and continues its analysis of data on missions aswell as studies on missions in Japan. Moreover, student volunteers participate in
the activities of an organization that provides a place for local children who havestopped attending school. It is commendable that these activities are expected tocontribute to overcoming regional challenges.
Suggestions for Improvement
Internal Quality Assurance

The Internal Quality Assurance Policy stipulates that the Internal Quality
Assurance Promotion Committee deliberates on improvement measures based on
the results of self-studies and other reports. In fact, the Self-Study Committee
presents the Internal Quality Assurance Promotion Committee with improvement
proposals, indicating that the Internal Quality Assurance Promotion Committee
is not fulfilling its role as a new body promoting internal quality assurance inaccordance with the policy. In addition, the overlapping roles of the decisionmaking the University Administrative Council and the Internal Quality
Assurance Promotion Committee in charge of promoting and overseeing internal
quality assurance have resulted in the inadequate classification of theorganizations’ functions. This issue should be addressed by clarifying theimprovement process based on the divisions’ inspections and assessments, andby reviewing policies, regulations, and other rulemaking documents to properlyorganize the relevant meeting bodies.

Recommendation
University Management and FinanceThe balance sheet ratio for operating activities of both the University as acorporation and the school division remains remarkably low, and the ratio offinancial assets to the required reserve fund is showing a downward trend, fallingto a low level in recent years, while the ratio of next fiscal year’s excess of carryover expenditures to operating income is trending upward. This situation
indicates that the University is far from establishing a solid financial base tosustainably conduct its educational and research activities. There are also4

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discrepancies arising between the University’s financial plan and the actual
conditions. These issues must be addressed with a plan drawn up based on thepresent financial status and measures steadily implemented to establish a soundfinancial base.

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