Tokyo University of Science, Yamaguchi（山陽小野田市立山口東京理科大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The University and the Graduate School’s goals and goals of human resources development areclearly and concisely stipulated, shown in the University Regulations and Graduate School
Regulations and so on, publicized on the University’s website, and widely publicized in various
printed material on-campus and outside of the University. The University's incorporated entity
became a public university corporation in April 2016 after having been a junior college andsubsequently a four-year university. The University is maintaining and strengthening its links with
the Tokyo University of Science, and as a higher education institute established as a result of fervent
demands from local government it places its individuality and distinctive quality as being local
community contribution.
Its six-year medium-term plan is decided upon by Sanyo Onoda City, and the Public University
Corporation has stipulated and made public the medium-term plan with which to reach these goals.
The three policies of diploma policy, curriculum policy and admission policy are stipulated andpublicized for each of the faculty and three departments (Department of Mechanical Engineering,Department of Electrical Engineering, and Department of Applied Chemistry), and for each Master’s
Program and Doctoral Program of the Graduate School. All of these contain content that reflects theUniversity and Graduate School’s goals and educational and research objectives.
Standard 2. Learning and Teaching
After becoming a public university the enrollment quotas-to-entrants ratio and applicants-tosuccessful applicants ratio have numbers of the University’s enrollment quotas and the number ofcandidates sitting the entrance examination has improved, but in the 2015 academic year prior tobecoming a public university there was an intake of students way beyond the enrollment quota.
Subsequently, reforms to the entrance examination system were carried out, and the ratio of students
to the University’s total capacity is now kept at an appropriately balanced level.
Tuition courses are appropriately categorized in line with the curriculum policy, and there isinnovation in the systematic educational curriculum design through the introduction of course
numbering. In the area of career education, innovation is displayed in the way that the University
endows students with a step-by-step awareness of career paths and sense of occupations, and thereare several courses in place for career-building including internships.
The University effectively utilizes the reports on the results of educational effect measurements
and tuition questionnaires in tuition reform. Mechanisms have been prepared to pick up students’opinions and wishes through the establishment of a Student Consultation Office, Health Office, andthe posting of a psychiatric counsellor. In an attempt to enhance the volition of the faculty and vitalize
the University’s education and research, faculty achievement evaluations have been introduced, andthrough the stipulation of regulations and implementation standards improvements to the faculty’s
quality and ability are encouraged.
Standard 3. Management, Administration and Finance
The various regulations requisite to stringently comply with the relevant laws have been prepared,and appropriate university operation is being achieved in line with these regulations. The Public
University Corporation does not have a Board of Directors but according to the specifications ofArticles of Incorporation a Chair and President are separately posted, and they deliberate overimportant management matters relating to the medium-term and annual plans, budgets, accountsettlement and the enactment or abolition of regulations at the Management Council. Moreover, theyalso deliberate at the Education and Research Council regarding vital education and research issues
such as medium-term and annual plans, faculty personnel affairs, and curriculum policy. As the personwith final responsibility for education and learning, the President chairs the Education and ResearchCouncil and simultaneously participates in the Management Council as the Public University

Corporation’s Vice-President, and a system for maintaining collaboration between the Public
University Corporation and the University itself is in place.
The medium-term plan shows the University’s budget, income and expenditure plan and funding
plan among other financial plans, creating a mechanism that enables systematic financial operations.
Pursuant to the Accounting Standards for Local Independent Administrative Agencies, regulations foraccounting procedures have been drawn up, and these are appropriately followed. With regard toaccounting audits too, a system has been established and is properly functioning in which both anauditor’s audit and internal audit are prescribed.
Standard 4. Self-Inspection and Evaluation
The University formulates an annual plan based on its medium-term plan, and the report on thebusiness achievements thereof are subject to a third-party evaluation by the Public University
Corporation Evaluation Committee. In addition, Self-Inspection and Evaluation Reports were madein the 2002 academic year by the Department of Applied Chemistry, in the 2005 academic year by
the Department of Electrical Engineering, and in the 2012 academic year by the Department ofMechanical Engineering and the Department of Electrical Engineering. These reports have been
subject to accreditation by JABEE (the Japan Accreditation Board for Engineering Education).
The Administration Division of the Administration Department collectively manages all theentrance examination data and other data including that obtained from student lifestyle awarenessquestionnaires, compiles this data into facts and figures books, and shares them throughout theUniversity. Data analysis is conducted by the Self-Inspection and Evaluation Committee and othercommittees and departments, who suggest actions plans regarding issues and measures for the next
academic year to the President, and evidence-based self-inspection and evaluation, and reforms areimplemented.
A PDCA cycle is being achieved through an action plan that makes the annual plan’s
implementation feasible, the state of its execution is regularly checked and reported upon, and withthe use of a balanced scorecard the action plan evaluation is tied in with improvements for thesubsequent academic year.
In summary, in line with the University’s goals, the education and operation systems and faculty
and staff organization have been developed and are operating appropriately and in compliance withthe relevant laws. Having become a public university it has seen an improvement in enrollment
quotas-to-entrants ratios, and with progress being made in the preparations for the opening of theDepartment of Pharmacy and so on, attempts to bolster educational and research functions are being
made. An operations system centering on the President is in place, and the University is attempting
to make reforms and qualitative improvements through a PDCA cycle.
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.