OSAKA UNIVERSITY OF HUMAN SCIENCES（大阪人間科学大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The University cites its founding principles as being “Respect, Trust and Love,” and its educational
principles aim for “humane education in which a spirit of independence and coexistence arecultivated.” These have been substantiated and clearly and concisely documented as missions andgoals in Article 1 of the University Regulations. The University has also substantiated six individualand distinctive qualities under the slogan of “serious about growth.” In order to realize theUniversity’s mission, goals and educational objectives its President has set out a “grand design” forthe future, the medium-to-long term plan has also been formulated according to the opinions of thefaculty and staff, and it has been made known to the constituent members of the University,
implemented and evaluated. The University's mission and goals are reflected in the three policies of
diploma policy, curriculum policy and admission policy, and consistent initiatives are being pursued
towards the realization of these goals.
Standard 2. Learning and Teaching
The selection of a wide range of applicants is conducted in line with the admission policy. TheUniversity’s overall fulfillment of total capacity is in a bleak situation, but pursuant to the mediumterm plan that started in the 2016 academic year (the new medium-term plan), enthusiastic efforts
have been pursued such as making the University more attractive and adding distinctive quality,
aimed at securing more students. It is to be hoped that this diligence is continued.
The University endeavors to improve education, and it has a curriculum map, numbering, study
models, learning portfolios, syllabus inspections and an assistant advisor system run by staff in place.
A systematic career guidance course is available, the University emphasizes its individual guidanceand consultation, and is strengthening measures supporting those seeking employment. Furthermore,
Student Support Coordinators are posted who work on student assistance.
The assignment of faculty is based on the educational curriculum, evaluations of faculty and staff
are conducted according to what is expected of them, and feedback is provided through a system inwhich the President conducts individual interviews with the faculty and staff. The University grounds
and buildings satisfy the Standards for Establishment of Universities and Standards for Establishmentof Graduate Schools, and an appropriate educational environment has been prepared.
Standard 3. Management, Administration and Finance
The University Regulations have been developed pursuant to law, it strives for environmental
conservation with initiatives such as the Kun-ei Gakuen Eco-Office Declaration, and educational andfinancial informational are made publicly available. A University Council and so on have been
established under the Board of Directors, a system enabling strategic decision-making is in place, andaudits are appropriately conducted in line with the stipulations of the audit plan. The University
Council assures communication between the University and its incorporated entity, and a President’s
Council serving as a reforms promotion organization and a University Reform Promotion Office haveboth been established. These form a system enabling the President to exercise leadership. Although
the University’s administrative organization is spread across three different campuses, an appropriate
administration system has been constructed. In line with the efforts towards creating an ideal faculty
and staff the Faculty Development (FD) and Staff Development (SD) Committees have beenorganized, and practical training is provided for faculty and staff with the President etc. as lecturers.
The University’s financial state is bleak due to the low student intake, but in line with its mediumterm financial plan the budget is being formulated, efforts are underway to secure a fiscal balance,
and the fiscal situation is heading towards improvement.
Standard 4. Self-Inspection and Evaluation
In order to achieve its mission and goals the University has established a Self-Inspection Expert
Committee under the Self-Inspection and Evaluation Committee, providing regular and ongoingevaluations. The creation of the Self-Inspection and Evaluation Report is carried out by six working
groups under the Self-Inspection Expert Committee, their responsibilities for each theme are madeclear and they collate and analyze the evidential material and data enabling highly transparent
evaluations. The fact that the University combines its evaluation of the progress of the medium-termplan for evaluating the extent to which mission and goals are being achieved with its self-inspectionand evaluation can be described as an effective initiative for the pursuance of reforms as a form ofautonomous self-inspection and evaluation. In line with the evaluation reports from each department
the Self-Inspection and Evaluation Committee condenses and tabulates the evaluation of target
attainment each year, linking this in with reforms and conducting exhaustive evaluations.
In summary, its mission and goals, and the medium-term plan for their attainment of mission andgoals is clear and has been thoroughly penetrated among the University faculty and staff. The securingof entrants and the financial state of the University are still in a difficult situation, but its reform efforts
are gradually leading to positive results. The University has made particular improvements to its
educational reforms and educational evaluations we well as its efforts in supporting those seeking
employment. It is hoped that the University continues to maintain reform with an emphasis such as
this.
Note that with regard to the University’s unique initiatives regarding its mission and goals, thegeneral comments on “Standard A. Contributions to the local community” should be referred to.