Kyushu University of Health and Welfare（九州保健福祉大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The University’s Mission Statement—“Our aim is to maximize students’ individual potential anddevelop good citizens in both local and international communities”—are incorporated in theobjectives for human resources development in each area of specialization when undergraduate
faculties, departments, courses, and Graduate Schools are established, and are clearly stated in theUniversity Regulations. Based on these objectives, the Education Development and Research
Promotion Core Center (hereinafter referred to as the “Core Center”), which is the highest advisory
body for the President, decides three policies—diploma policy, curriculum policy, and admission
policy—in addition to medium-term educational and research targets. After these policies have been
deliberated by the Representative Faculty Council, they are notified to all faculty members via theUndergraduate Program Faculty Council and the Graduate School Faculty Council.
At the Kick-off Meeting held at the beginning of the academic year and attended by all faculty
members, and biannual friendship gatherings, the Chair of the Board of Directors and the President
speak about the University’s incorporated entity as well as the University’s mission and goals, andthe practice of faculty and staff carrying out their work duties consciously aware of the University’s
mission and goals has taken root.
○ A concrete Code of Conduct based on the University’s Mission Statement, and the mission of theUniversity’s incorporated entity are presented as the entity’s motto “Path” in an easy-tounderstand manner as well as the reciting of this motto by all staff at the beginning of regular staff
meetings can be commended as initiatives aimed at consistently realizing the mission and goalsof the University’s incorporated entity since the University’s opening.
Standard 2. Students
The admission policy is publicized via the University website and various other media. Although
the University offers a range of entrance examinations with the aim of admitting a diversity ofstudents, greater effort to secure student enrollment is required in some departments.
Beginning with the Student Support Center, each division has outstanding students participate asassistants in first-year student education and other activities, and support is provided for self-learningand group learning through the promotion of active learning. Furthermore, student opinions andrequests regarding the above activities are incorporated into initiatives to further enhance the learning
environment. In addition, the University provides appropriate student services, such as inviting
University graduates to speak and participate in lectures and career education, and endeavoring toassist students seeking employment through the use of student consultants.
The campus and buildings have been appropriately improved and developed, and the incorporationof barrier-free facilities is also being promoted. The learning environment is therefore beingimproved and developed sufficiently, ensuring effective use of facilities for practical training as wellas managing class numbers.
○ The University can be commended for establishing various student support systems, including thetwo independent scholarships: the Founder Tsutomu Kake Scholarship and the Juji MemorialScholarship.
○ The University can be commended for creating a learning environment that encourages
improvement in students’ language capabilities, such as the provision of e-learning through theLearning Support Center aimed at improving the English language capabilities of students
desiring to study abroad and utilization of opportunities for English conversation training withnative English speakers through the English Village.
○ The University’s learning support web system can be commended as a system that ensures
meticulous and careful responses to students due to mechanisms that enable access by students’parents/guardians.
Standard 3. Educational curriculum
The diploma policies are clearly stated in accordance with the educational objectives of theundergraduate faculties, departments, and Graduate Schools, and standards for awarding credits havebeen formulated. Curriculum policies consistent with the diploma policies have been decided, and asystematic educational curriculum has been organized utilizing curriculum maps and numbering. Inaddition to the University Regulations, these policies are clearly stated in the University’s student
handbooks and are made known to student through guidance, etc. Furthermore, by incorporating elearning into teaching methods aimed at encouraging independent learning and remedial education,
the University is promoting initiatives to ensure that liberal arts education and specialized education
are conducted effectively.
With regard to inspection of learning achievements, in addition to syllabus checks that include
third party evaluators, the Core Center’s Education Development Division is playing a central rolein implementing class questionnaires and lecture observation systems, thereby endeavoring to
improve educational content/methods and learning guidance.
Standard 4. Faculty and Staff
With regard to important matters regarding education and learning, the Core Center discusses anddetermines recommendations in reply to the President’s consultation. A final decision is made after
the President has heard the opinion of the Representative Faculty Council, and the decision is thendisseminated via the Intranet, thereby demonstrating the President’s leadership. The organizational
positioning of the Faculty Council and various other councils is prescribed under the relevant
regulations, and authorities are appropriately decentralized and responsibilities clearly defined.
Faculty are properly assigned in accordance with the Standards for Establishment of Universities andthe educational objectives, and the employment and promotion of faculty is carried out in accordancewith the selection criteria and other University regulations, with the President making the final

decision.
The Self-Inspection and Evaluation Committee as well as committees under the Core Center
conduct inspections, evaluations, and reviews based on data from various types of questionnaires andother sources, and the findings are utilized in University-wide initiatives aimed at improvements at
Faculty Development (FD) training, academic exchange conferences, as well as the Self-Inspection
and Evaluation Committee General Meeting. Furthermore, in order to invigorate research activities,
interdisciplinary research is promoted through the QOL Research Organization, and in addition tosecuring external funds, the University is endeavoring to secure and expand commissioned researchand joint research with business enterprises.
○ The President’s efforts to improve the educational and research environment as well as hear theopinion of each Faculty member through initiatives such as making the President’s Office open
to all and installing an “Opinion Box” for messages to the President in the Faculty mailbox area
can be commended.
○ The Junsei Educational Institution Academic Exchange Conference for schools established by theJunsei Educational Institution can be commended as a forum for practical reporting aimed atenhancing the teaching and research capabilities of faculty, such as presentations of the results ofefforts by the Education Division and the Research Division.
○ The Kick-off Meeting held at the beginning of the academic year and attended by all faculty andstaff can be commended for making each faculty and staff member aware of their own individualrole in achieving the targets for the relevant administrative division/department.
○ The Quality of Life Research Institute, which is an interdisciplinary research institution, can becommended for effectively utilizing the University’s resources, obtaining Grants-in-Aid for
Scientific Research, and achieving various results through joint research and commissionedresearch.
Standard 5. Management, Administration and FinanceIn accordance with the Junsei Educational Institution Articles of Endowment, the Board ofDirectors regularly discusses and decides important matters regarding management and university
operation, while the Board of Councilors functions appropriately as an advisory body. Furthermore,
the Standing auditors work at the University’s incorporated entity headquarters, and strictly carry out
operation audits and accounting audits.
The University’s incorporated entity has established the Gakuen Council and the University has
established the University Council to provide advice and make adjustments regarding general futureplans and business plans aimed at realizing the Mission Statement at the incorporated entity leveland university level, respectively, making continuous efforts to ensure communication and mutual
understanding between the Board of Directors and the University as well as realizing the University’s
mission and goals.
Based on the basic policies of the University's incorporated entity and the University, mediumterm targets and plans are formulated, and the business plan is reviewed and a budget plan compiled

for each academic year. Efforts are being made to stabilize the University’s financial base while
operations incorporate energy-saving measures and measures for ensuring safety premised on theoccurrence of Nankai Trough Earthquakes; however, due to the issue of securing student enrollments,
expectations are held for further initiatives to guarantee the University’s sustainability.
○ The University can be commended for conducting disaster-prevention education regarding
earthquakes and tsunamis premised on the occurrence of Nankai Trough Earthquakes during
orientation at the beginning of the academic year and disaster prevention drills, as well as
providing all students with an Earthquake Manual that can be used in the event of an emergency
and instructing them to carry the manual with them at all times.
Standard 6. Internal Quality Assurance
An Education Development Division, Research Promotion Division, and Social Contribution
Division have been established within the University’s Core Center. These divisions formulate plansand proposals as well as coordinate with the undergraduate faculties, departments, and Graduate
Schools with regard to matters related to the promotion of education and research at the Universityand Graduate Schools, activities to develop the abilities of faculty and staff, community contribution
activities, and international contribution activities. Furthermore, the Self-Inspection and Evaluation
Committee has been established under the Core Center. This committee verifies the implementation
status of business plans for each academic year and formulates business plans for the next academic
year, thereby creating an internal quality assurance system.
The Institutional Research (IR) Promotion Committee has also been established under the CoreCenter. This committee collects and analyzes data from various questionnaires and educational andresearch environment surveys in an effort to improve students’ university life and learning
environment. In future, the IR Promotion Committee aims to work in collaboration with the Junsei
Educational Institution IR Promotion Office in order to utilize this data even more organically tocreate a University that is attractive to students centered on assessment based on University goals.
○ The Corer Center can be commended for taking a central role in creating committees aimed atcontributing to education, research and the local community, which is a characteristic of theUniversity, overseeing FD and SD activities, establishing the Self-Inspection and Evaluation
Committee under its auspices, setting assessment criteria for business plans based on mediumterm targets and plans and establishing mechanisms for implementing the PDCA cycle.
○ The participation of local government representatives and other external committee members at
Self-Inspection and Evaluation Committee General Meetings can be commended as an initiative
aimed at achieving independent and autonomous self-inspection and evaluation.
In summary, as a university established through public-private cooperation with Nobeoka City,
Miyazaki Prefecture, based on clear objectives Kyushu University of Health and Welfare has
established an educational and research curriculum that is essential for the local community andfounded on the Mission Statement of the University’s incorporated entity, and is continuing to strive
to maintain and further improve education and research quality by responding to the local
community’s changing needs. Expectations are held that in future the University will not only
produce human resources capable of serving the local community, but also increase its attractivenessand achieve stable student enrollment by making the PDCA cycle function even more actively.
Note that with regard to the University’s unique standards, the general comments on “Standard A.
Initiatives for achieving community vitalization through public-private cooperation” should bereferred to.
It should be noted that the University has cited the following remarks.
1.

Worker education

2.

International interaction

3.

Northern Miyazaki regional research base