Naragakuen University（奈良学園大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The University cites its founding principle and clearly stipulates its mission as being thedevelopment of human resources with practical ability and practical skills. After the faculties anddepartments were restructured in the 2014 academic year a new learning environment was developed
and has been subsequently maintained. The University’s incorporated entity has set up theManagement Reform Plan Promotion Council, which has formulated a Management Reform Plan asa detailed medium-to-long-term plan, and the state of reform is reported to both MEXT and thePromotion and Mutual Aid Corporation for Private Schools of Japan. The University strictly adheresto the School Education Act and other relevant laws, its mission and goals are specifically detailed ineach faculty’s three policies of diploma policy, curriculum policy and admission policy, and a researchand educational organization is in place revolving around individual guidance aimed at the acquisitionof qualifications. Specifically, the University has established its educational and research organization
centering on the Council, and cites the development of human resources, who learn through practicaltraining and equipped with harmonious human nature and professionalism, The University isappropriately operated in line with the Standards for Establishment of Universities.
Standard 2. Learning and Teaching
In line with a clearly stipulated and publicized admission policy, selection standards are set and awide variety of students are admitted, and the state of enrollment quotas is good.
The educational curriculum attempts to systemize the practical courses, and the faculty and staff
collaborate to arrange a system in which the content of individual guidance is shared between them.
In tuition, initiatives are pursued in the use of tablet terminals and watching recorded tuition content,and innovative measures such as the establishment of “Nara learning” making the best of local
features are taken. A system is in place for supporting students towards acquiring qualifications has
been developed including a “teacher cram school,” “naragaku GT,” “teacher seminars” “state
examination preparation lectures,” and “mandatory question preparation lectures.” Initiatives toimprove the quality of education include the use of an opinions box to ascertain students’ wishes, thecreation of target management sheets by faculty and staff to establish a self-management system,
tuition observation, open classes and the holding of study groups, through all of which attempts toshare information on a cross-university basis are made. In addition, a scholarship system and mental
and physical health counselling provided by specialist counsellors are available, and a support system
encompassing all aspects of student life is maintained.
Standard 3. Management, Administration and FinanceRegular meetings of the Board of Directors, Board of Councilors, Executive Committee, as well as
the School Affairs Council, in which a standing auditor and Director of Audit Office additionallyparticipate are held, and the various laws are adhered to. Educational information and financial
information are appropriately publicized and governance functioning.
As executive bodies, the Board of Councilors, Faculty Council, Planning and Operations Council
and various committees have been established, and the authorities and responsibilities dealing with
university operation are clear and organized collaboration is being achieved.
The University’s regulations clearly state the role of the President, a mechanism for the exercisingof the President’s leadership is in place, and efforts are made to ensure collaborative administration
operations between faculty and staff.
Staff Development (SD) training within the University, and participation in external training groups
is encouraged, and the University is striving to improve its staff’s execution of business.
With regards to the University’s financial situation, there is a need for it to improve its fiscal health,and undertake organizational reform activities. Appropriate accounting audits are held with regards
to accounting and business audits.

Standard 4. Self-Inspection and Evaluation
With respect to self-inspection and evaluation, a Self-Inspection and Evaluation Committee has
been established and a system for continuously conducting self-inspection and evaluation according
to annual plans is in place. The self-inspection and evaluation of the relevant departments incorporates
mid-term inspections, and the combined results are compiled in a business activity report at the endof the academic year. This report is presented at the Board of Directors after approval is given by theBoard of Councilors, and a PDCA cycle has been created that will lead to reforms and improvements
across the University and its education and research.
In summary, the University cites the development of human resources equipped with practicalability and skills as its founding principle, has decided to restructure its faculties and departments,
passed down its founding purposes and prepared a new learning environment for the attainment of its
mission and educational objectives. The University is approaching the fourth academic year after the
first intake of students following the reforms of the institutions, the year in which they will soon have
graduated. It is to be hoped that the University will continue to make unstinting efforts towards reform
while maintaining communication on-campus and outside of the University, as it works towards
achieving fiscal stability in the future.
Note that with regard to the University’s unique initiatives regarding its mission and goals, thegeneral comments on “Standard A. Volunteer activity,” “Standard B. Social collaboration,” and“Standard C. International interaction” should be referred to.