AOMORI UNIVERSITY（青森大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The mission and goals of the University are to teach and research academic theory and application,
foster promising and sensible human resources, contribute to the development of culture and humanwelfare, while at the same time contributing to the enhancement of local community. The University
is recognized to adhere to the relevant laws, aims to expand itself on all fronts while responding tothe changing social environment, and implement continuous reforms and improvements. Furthermore,
the entire University's incorporated entity’s medium-to-long-term plan thoroughly positions all theUniversity’s initiatives.
The three basic principles in education and research are stipulated and clearly stated in line with
the University’s mission and goals, shared by the students, faculty and staff, and reflected in thepractice of teaching and learning. In particular, the President’s powerful leadership advocates the“renaissance of Aomori University” and through the implementation of specific courses based on the“Aomori University Basic Standards” while the individuality and distinctive quality of education isset forth, the manner in which the University exerts its every effort to nurture human resources capableof contributing to the local community merits special mention.
Standard 2. Learning and Teaching
The University has in place an overall process for admitting students, fostering the ideal humanresources through educational activities, and supporting their students towards the goal of social andprofessional independence. With regards to admissions the University provides an array of entrance
examinations in line with its admission policy, and although some of the departments are not obtaining
their full student quota the University is striving to boost its links with affiliated and local high schools,and striving to secure students. The educational curriculum fosters each and every student’s learning
ability and skills in building relationships with others, while at the same time prudent initiatives toencourage links with the local community are implemented. In particular, the study through courses
on Problem Bases Learning (PBL) and contributing to the community are proving to be learning thatrobustly links in with career paths.
The awarding of credits and graduation adjudication are carried out stringently, and while thequality of students’ study is assured the evaluation and improvement of the faculty is also carried out
on an organized basis in a system that enables the objective control of their quality.
Standard 3. Management, Administration and Finance
The University's incorporated entity and the University seek to raise management discipline andintegrity, observe laws, and pay due consideration to human rights and safety, while continuing to
make every effort to make a reality of these missions and goals. In order that the University canautonomously plan and manage itself, organizational innovations can be discerned efforts to smoothlylink the Board of Directors and the execution of business. The Board of Directors, pursuant to thearticles of endowment, is appropriately managed while it carefully examines the progress of themedium-to-long-term plan. The University has established a General Managers’ Meeting presided
over by the President that conducts operational guidance and the sharing of information. It has also
founded an “Education and Learning Reform Task Force,” and an education and learning PDCA cycle
has been established. A system to assist the President is also in place, as well as a system to secure
the leadership of the President. The encouragement of interdepartmental communication and Staff
Development (SD) has been boosted. While the quality and ability of faculty and staff is being
improved, the system for administrative procedures is also being bolstered. The establishment offinancial management, the financial base, accounting procedures and audits are consistently of a highstandard.
Standard 4. Self-Inspection and Evaluation
The University pursues its business according to its own business plan and medium-to-long-term-

plan, and each of their initiatives is evaluated through the Self-Inspection and Evaluation Report. A
committee chaired by the President has been established and a constant evaluation system is in place.
The collation and analyses of research and data concerning educational and research activities isconducted, and this information is put to use in Institutional Research (IR). The results are utilized in
inspections and improvements during the PDCA cycle, centering on the Education and Learning Task
Force, and are linked in with the concrete practices of faculty and staff.
In summary, the University, in view of its locality, and in order to foster human resources requiredby the community and who can become linked with the revitalization of the community, is developing
educational and research enterprises though a variety of initiatives and mechanisms. Simultaneously
it is constantly aware of improving its quality as a University, continuously reforms and improves thecontent of its education and research, and has achieved a presence as an individualistic University inthe community.
Note that with regard to the University’s unique initiatives regarding its mission and goals, thegeneral comments on “Standard A. University coexisting with the local community” should bereferred to.