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

Chuo Gakuin University

Basic Information of the Institution
Ownership: Private

Location: Chiba, Japan

Accreditation Status
Year of the Review: 2021
Accreditation Status: accredited （Accreditation Period: April 1, 2022 – March 31, 2029）

Chuo Gakuin University

Certified Evaluation and Accreditation Resultsfor Chuo Gakuin University

Overview
Based on the founding philosophy of Chuo Gakuin University, “cultivating socialand moral integrity,” the educational ideal/purpose of the University as a whole is not
simply the transmission of knowledge, but to strive for people-centered character
development, “aiming to cultivate social and moral integrity through intensive smallclass instruction and foster competent members of society with practical skills andcreative mind.” To achieve its founding philosophy and purpose, the University has
established the medium- to long-term plan, CGU VISION 2030, for the 10-year
period from AY2021 to AY2030, in which initiatives to improve education andresearch are underway with the theme of nurturing individuals who can think and act
independently and lead the way into the future in these times of change and diversity.
Regarding internal quality assurance, whereas a system is in place with theSelf-assessment Committee as its responsible body, it is hard to say that checks andreviews of educational activity based on the three policies of degree-granting(Diploma Policy), curriculum organizing and implementing (Curriculum Policy), andaccepting new students (Admission Policy) are being conducted regularly.
Improvements should be made to ensure that the internal quality assurance system
functions effectively, with periodic checks and reviews as well as the establishmentof a system for the committee to manage and support the undergraduate and graduate
divisions.
Concerning education, the curriculum is being designed in line with the policy
for granting degrees and the policy for organizing and implementing the curriculum.
Curricula for first-year students in all faculties are characterized by small-class,exercise-based instruction for compulsory subjects, with introductory subjects
offered in the first year. They are designed so that students can proceed to specialized
courses smoothly from the second year on. However, the fact that someundergraduate and graduate divisions do not present their basic concept regarding
curriculum implementation in their policy for curriculum organizing andimplementing, must be improved moving forward. Regarding initiatives onvisualizing learning outcomes, university-wide comprehensive assessment tests havebeen conducted since AY2020, with results being shared among faculty members
through faculty development (referred to below as “FD”) activities of the1Chuo Gakuin University

undergraduate divisions. Future initiatives can also be anticipated with consideration
underway for an assessment policy to be created and ultimately, portfolios being
implemented.
Additionally, the Prime Seminar held for new students is a student support thatinvolves not only faculty members but also upper-class students in planning andrunning the seminar, an initiative that promises the growth of these students. As
learning and campus life support, the Student Support Center also systematicallyprovides thorough learning support and guidance for students whose grades aresuffering. Moreover, for enthusiastic students, Student Labs have been established
for fields including accounting, legal studies, and public administration. Students
across all faculties interact in an environment created for them to work hard in
obtaining qualifications and making research presentations. Such a multitiered
system that supports students systematically and comprehensively throughout their
university life, from admission to graduation, can be highly commended.
There are, however, issues that need to be resolved. Regarding university
management, there are issues such as the governance structure not being aligned withregulations, the absence of a stipulation regarding revision and repeal in someregulations, as well as the absence of meeting minutes prepared for ExecutiveManagement Meetings and Dean Meetings although they are important meeting
entities of the organization, which are issues that should be corrected immediately.
Furthermore, the University should make improvements in financial affairs, as it
appears educational and research activities are not conducted stably and a necessaryfinancial base has not been established.
Moving forward, the JUAA hopes the University reviews the internal quality
assurance system, works toward its effective functioning, resolves issues, andaccelerates the University’s distinctive initiatives for further growth.
Notable Strengths
Student Support The Prime Seminar that is held immediately following admission for newstudents, intended to help them become accustomed to university life, is an
initiative that involves not only faculty members but also upper-class students,
and their growth can be anticipated as they help in planning and running theseminar. As learning and campus life support, the Student Support Center alsosystematically provides thorough learning support and guidance for students
whose grades are suffering, and student labs for enthusiastic students have2Chuo Gakuin University

been established for fields including accounting, the legal system, and publicadministration. Students across all faculties interact in an environment created
for them to work hard in obtaining qualifications and making researchpresentations. Additionally, as career support, various seminars and programs
are offered, and substantial career education according to the specialized fieldof the faculty is available. As such, the system which supports students
throughout their university life, from admission to graduation, systematicallyand comprehensively and with a multitiered system, can be highlycommended.
Suggestions for Improvement
Internal Quality Assurance It is hard to say that checks and reviews are being conducted regularly,
although an internal quality assurance system is in place with the Selfassessment Committee as its responsible body. The process for making
improvements and enhancements based on the results of checks and reviews
is unclear as a system, and with the organization responsible for promotinginternal quality assurance not fully satisfying the roles of management andsupport for improvements and enhancements, corrections should be made toensure that the internal quality assurance system functions effectively under
the Self-assessment Committee.
Educational Program and Learning OutcomesThe policy for organizing and implementing curriculum for the Faculty of Law,
the Faculty of Liberal Arts, and the Graduate School of Commerce do notpresent their basic concept regarding curriculum implementation and shouldbe improved to clearly state such ideas.

University Management and FinanceThe ratio of financial assets to the required reserve fund remains inadequate,
and it appears educational and research activities are not conducted stably witha necessary financial base. The ratios of the difference between revenue andexpenditures from operational activities are headed for improvement.
However, as this is due to the decrease in the ratio of expenses for education
and research, specific planning and execution of efforts in establishing afinancial base are required while keeping in mind the perspective of3

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maintaining and enhancing the environment for education and research.
Recommendation
University Management and Finance The University does not stipulate a policy for university management that isnecessary to realize its medium- to long-term plan focusing on its ideals andpurpose. The university regulations stipulate the appointment of a vicepresident; however, such a position has never been filled thus far, creating a
discrepancy between the regulations and actual conditions. Also, the authority
held by graduate school deans is not comprehensively stipulated. With issues
such as the governance structure not being in accordance with regulations, lackof stipulations regarding revision and repeal, and the absence of meeting
minutes prepared for Executive Management Meetings and Dean Meetings
although they are important meeting entities of the organization, it is hard to
say that university management is being carried out appropriately. Corrective
measures should be taken to establish a sufficient organizational foundation,
manage the University appropriately, conduct periodic checks and reviews,
and make improvements and enhancements based on the results.

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