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

Shigakkan University

Basic Information of the Institution
Ownership: Private

Location: Aichi, Japan

Accreditation Status
Year of the Review: 2021
Accreditation Status: accredited （Accreditation Period: April.1.2022 – March 31, 2029）

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Certified Evaluation and Accreditation Resultsfor Shigakkan University

Overview
Based on its founding philosophy of “cultivating human abilities,” Shigakkan
University defines its educational philosophy as “capacity building consists of“Wellness,” “Intellectual Insight,” “Social Ability,” “Self Development,” and“Effective Citizenship,” on the premise that true human ability results when these
five abilities are combined, applied, and developed comprehensively. In addition,“Medium-term Goals and a Medium-term Plan” have been drawn up for the period
from AY2020 to AY2024, and this is reviewed and updated every academic year,
leading to necessary improvements and enhancements through inspections andassessments based on the PDCA cycle, with the approval of the Board of Trustees.
In order to promote internal quality assurance, the “Shigakkan University SelfDevelopment Committee” (hereinafter the “Self-Development Committee”) has
been established as a university-wide internal quality assurance promotion body,while the “Shigakkan University Executive Committee of Self-Assessment”(hereinafter the “Self-Study Implementation Committee”) and “Check and Operation
Subcommittees” for each university standard have been established as bodies for
conducting self-study. In addition, the University Development Committee(hereinafter the “UD Committee” has been formed as a body responsible for planningand designing education. With respect to the formulation of basic guidelines onmatters of improvement and reform, the Self-Development Committee, the UDCommittee, which makes proposals for the planning and design of education, and the“Management Council,” which deliberates on important matters such as responding
to issues in teaching and research activities and the development of medium- to longterm plans, conduct and implement these university operations under the leadershipof the Chairperson and President.
In terms of education, the three departments in the undergraduate faculty andthe single graduate school have organized their curricula appropriately in accordancewith their degree award policies (diploma policies) and curriculum design andimplementation policies (curriculum policies). In order to energize student learningand conduct effective education, the University has introduced a unique teaching
information system (LiveCampus) and a support system for effective education, inaddition to promoting greater motivation for employment by working together with1

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graduates.
One outstanding initiative was using the PCR testing system for students,
faculty, staff, and related service providers, which was established as a response to
COVID-19 to create an environment for face-to-face learning and sports activities oncampus, to conduct PCR testing for essential workers in the municipality where theUniversity is located.
However, there are several issues that should be improved. First, the university
has not created or set up an annual process chart, evaluation criteria, or performanceindicators for the medium-term goals and medium-term plan. In addition, both theundergraduate or graduate divisions have yet to directly and appropriately monitor
and evaluate the learning outcomes stipulated in their degree award policies (diplomapolicies), and there is also insufficient application of the results. Furthermore,
specific faculty development (hereinafter “FD”) activities to improve education at
the graduate level has not been implemented in recent years. The JUAA hopes thatimprovements will be made to address these issues.
Going forward, the JUAA would like to see the University make greater
progress by making steady improvements and enhancements in these areas throughinternal quality assurance efforts and further developing its distinctive initiatives.
Notable Strengths
Social Cooperation and Contribution
 So far, social cooperation and social contribution have been conducted under thefour categories of “government-university,” “industry-university,” “high schooluniversity,” and “university-university,” and these social contribution activities
have been highly regarded by external parties. In particular, in the midst of theCOVID-19 pandemic, the University was the first in the country, under theleadership of the President, to implement priority PCR testing not only forstudents, faculty, staff, and related personnel, but also for essential workers in
Obu City, where the University is located. The project has been recognized by
the national and local government as an excellent initiative for countermeasuresagainst COVID-19.
Suggestions for Improvement
Mission and Purpose Because an annual process chart and evaluation criteria and performanceindicators for the medium-term goals and plans have not been developed and2

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established, it is not possible to manage the University’s activities over themedium term while confirming progress to related parties. Improvements arerequired to ensure that the progress of the medium-term goals and plans and thedegree to which measures have been accomplished can be monitored.
Educational Program and Learning Outcome
 At the undergraduate level, only a few departments have developed rubric-based
graduation examination criteria that correspond to the learning outcomesstipulated in the degree award policy, and at the graduate level, the relationshipbetween Master’s dissertation examinations, etc. and the learning outcomesstipulated in the degree award policy is not clear. It is difficult to say that learning
outcomes stipulated in the degree award policy are identified and evaluated in a
direct and appropriate manner at either the undergraduate or graduate level, andthe results of monitoring and evaluating learning outcomes are not sufficientlyapplied. This should be improved.
Faculty and Faculty Organization
 In the Graduate School of Wellness, FD activities for educational improvement
have not been implemented since AY2018, and are being conducted together
with the undergraduate faculty. As such, improvements are required toimplement FD activities specific to the Graduate School.

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