Takarazuka University of Medical and Health Care（宝塚医療大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
Based on the University’s founding principles of “In accordance with the philosophy ofcultivating morals and practicing human dignity, nurturing virtuous human resources who areconscious of the social responsibility of medical professionals and have a steadiness that enables
them to number themselves among international society with pride”, the University’s mission, goals,
and educational objectives are embodied in the three policies of diploma policy, curriculum policy
and admission policy as well as stipulated by the one faculty overall and the three departments
separately, and are clearly stipulated with regard to the collective development of Western andEastern medicine and the training of medical professionals such as acupuncturists, moxa-cauterizers,
and physical therapists in accordance with the meaning of Article 83 of the School Education Act.
The mission, goals, and educational objectives have been considered by various internal committees
and are publicly disclosed via the University’s website and “Campus Guide”, widely disseminating
this information both on-campus and outside of the University. The Department of Physical Therapyand Department of Judo Therapy have been established within the Department of Acupuncture as
educational and research organizations for achieving the University’s mission and goals, while thelibrary and clinic have been established as affiliated organizations. The University’s Medium-Term
Plan details concrete plans such as the establishment of new departments and graduate schools aswell as academic exchange with overseas universities, and initiatives such as the foundation of anaffiliated nursery school are being implemented proactively in response to social changes.
Standard 2. Learning and TeachingIn accordance with the University’s admission policy, entrant selections are carried out using
various entrance examination styles. Although some departments are not fulfilling their enrollment
quotas, the University is pouring effort into revising enrollment quota numbers and carrying out
advertising activities, promoting initiatives towards the fulfillment of enrollment quotas. One
characteristic of the University is that there are separate diploma policies and curriculum policies
for each department depending on the occupations students are studying to enter. As part of Faculty
Development (FD) activities, teaching methods are being improved and a special subcommittee isimplementing measures related to liberal arts subjects. With regard to support for learning and classinstruction, teachers for each year and tutors collaborate with the Division of Academic Affairs toprevent students from taking leave or withdrawing from the University. Strict implementation of thecap system and standards for promotion to the next school year guarantees the quality of theUniversity’s credit point system, and other systems for supporting those seeking employment suchas the conclusion of an agreement with Hyogo Prefecture have also been established. Learningachievement is evaluated by each department, and learning guidance appropriate for each individual
student is provided. Student services are carried out with the Division of Academic Affairs playing acentral role, and school bus services have been introduced in response to opinions and requests fromstudents. The number of professors and the number of teaching staff prescribed under the Standards
for Establishment of Universities has been met, and teaching staff are allocated appropriately. The
University grounds and buildings are in compliance with the Standards for Establishment ofUniversities and earthquake resistance standards, and barrier-free needs are being taken into account.
Expectations are held for further development with regard to securement of entrants and counsellingregarding students’ health management.
Standard 3. Management, Administration and Finance
The University has formulated articles of endowment and various other regulations, installing
full-time auditors and an Internal Audit Office, and endeavoring to comply with organizational
administration and accounting procedures as well as laws and ordinance with integrity. As theUniversity’s highest decision-making organ, the Board of Directors has established an Executive
Committee that gives it great flexibility. Board of Councilors meetings are attended by auditors, andthe operational checking functions of the Board of Directors are being strengthened. Through theestablishment of the “Takarazuka University of Medical and Health Care Operation Council”,“President’s Planning and Coordination Council”, President’s Planning Office, and Vice President
system, efforts are being made to smooth Faculty Council operations and enhance InstitutionalResearch (IR) activities, and University operations are carried out under the leadership of thePresident.
Within the Secretariat, the necessary organizational systems have been created and authorities
divided to enable operations to be carried out smoothly with the President’s Planning Office playing
a central role. FD and Staff Development (SD) activities are centralized under the “FSD PromotionCommittee”, and efforts are being made to enhance the quality and abilities of faculty and staff.
Systematic and appropriate financial operations are being implemented in accordance with themedium-term plan, and operating expense subsidies for private universities have enabled theestablishment of a stable financial base and maintenance of fiscal balance. Expectations are held forthe expansion of organizational operations in the future.
Standard 4. Self-Inspection and Evaluation
Independent and autonomous self-inspections and evaluations are carried out in line with theUniversity’s mission and goals based on the University Regulations. A Self-Inspection andEvaluation Committee comprising members appointed by the University President takes a central
role in conducting self-inspection and evaluation activities every academic year, with
Self-Inspection and Evaluation Reports publicly disclosed via the University’s website and sharedboth on-campus and outside of the University. These reports also include the analysis of datacollected though tuition evaluation questionnaires, enrolled student questionnaires, graduate
questionnaires and questionnaires on high school/university connection issues and perspectives
from external evaluators, ensuring the transparency and objectiveness of self-inspections andevaluations. Self-inspection and evaluation results are reported to the “President’s Planning andCoordination Council, under which a PDCA cycle functions, and mechanisms leading to theimprovement and enhancement of university operations and educational and research activities havebeen constructed.
In summary, the University is earnestly implementing practical educational activities that areconnected—admission learning, attainment of national qualifications, employment—in line with thethree policies that are realized through the University’s mission and goals, which are based on its
founding principles. Measures and initiatives are being taken to secure entrants through theUniversity’s establishment as a university for training medical professionals, and due to theacademic year after the first intake of students following establishment of the institution have
graduated having passed and eager external funding being injected, these are contributing to thestability of university management. The University carries out annual self-inspections andevaluations and shows high problem-solving capabilities. Expectations are held for futureexpansion.
Note that with regard to the University’s unique initiatives regarding its mission and goals, thegeneral comments on “Standard A. Local community contribution” should be referred to.