J.F.Oberlin University（桜美林大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
In line with the founding principles, the mission and goals of the University are made clear andwidely publicized in its publications and on its website. The University places a College andDepartment Program System that can adapt flexibly to social change as its individuality anddistinctive quality, and makes this widely clear. An internationalization strategy entitled“International Vision: REDEMPTION 21” has been stipulated to further expand and make concrete
the University’s individuality and distinctive quality. The University prepares educational activities
and an educational environment in order to attain these objectives, and it responds flexibly to changes
in society and the day and age according to its founding principles.
The University’s mission and goals etc. obtain understanding and support and are publicizedinternally and externally. Mid-term targets (secondary mid-term targets) are formulated according toa long-term vision, and attainment levels are checked on an annual basis. Under an educational andresearch organization structure based on the three policies (diploma, curriculum and admissionpolicies) and based on the one-college-one-campus concept, the reorganization of department
programs is conducted and a flexible educational and research organization and consistency isadequately pursued.
Good points
 The fact that a strategy based on concrete numeric targets with a view to the internationalizationof the University is in place is worthy of evaluation.
 With the formulation of mid-term targets towards the long-term vision, and the process of creatinga program as the centenary of J. F. Oberlin University and Affiliated Schools approaches, thesystem for executing these through the formulation of an annual business plan involving
collaboration among the departments of the University’s incorporated entity is worthy ofevaluation.
Standard 2. Students
A clear admission policy in line with the educational objectives has been formulated and publicized.
Various adjustments are made to selection methods in line with the admission policy, a system is inplace for the appropriate selection and validation of applicants, and an appropriate number of students
are accepted in line with the yearly enrollment quotas.
A unique Advisor System has been established, and a support system based on collaboration
between faculty and staff created. The TAs (teaching assistants) system enriches university educationand provides learning and class instruction support. In addition, a Career Development Center has
been established and there is an appropriate system in place for collaboration between faculty andstaff through collaboration between the Center and the Colleges’ Career Development Committee

members. In order to ensure the stability of student life attempts are made to share information
between the educational and the administrative organizations, and a system is in place for supporting
diverse students.
The campuses and buildings exceed the Standards for Establishment of Universities, and all theon-campus facilities meet earthquake resistance standards and are appropriately managed andoperated. Although the campus locations vary from one College to another, an environment suitablefor education and research activities is provided on each campus. Student Satisfaction Surveys areconducted throughout the entire university and a system for carefully ascertaining the opinions ofstudents is in place.
Good points
 The University’s provision of opportunities for not only promoting understanding about its
admission policy but also the growth of high school students through the setting up of its
University Selection Introductory Course website, and eager promotion of its AO/Commendation
Entrance Exam Preparatory Seminar and Self-exploration Program are all worthy of evaluation.
 As a support system for learning and class instruction the use of an Advisor System under which
the full-time faculty provides instruction and advise throughout the four years from admittance tograduation, and the positive approach to students with poor results are making some progress, andmerit evaluation.
 The way that the University provides detailed financial support through the provision of a diverse
type of internal scholarship systems is worthy of evaluation.
 A system is in place under which the departments involved provides statements regarding theopinions raised in Student Satisfaction Surveys, and the way that pertinent feedback is achieved
merit evaluation.
Standard 3. Educational Curriculum
In line with Article 1 of the University Regulations that state the objective of “fostering global
citizens with broad liberal knowledge on the basis of Christian values” the diploma policies for theundergraduate and graduate programs are formulated and publicized. Ongoing efforts are made to
optimize grade point averages (GPA) and stringently apply each criterion according to the guidelines
on evaluating educational achievement.
Curriculum policy is formulated and publicized for the University as a whole and each College
and Graduate School. FD (Faculty Development) is implemented on an educational organization unit
basis, and organizational adaptation and development in teaching methods is conducted. Through theimplementation of external assessments of both pre-learning and post-learning the state of learning
outcomes based on the three policies is ascertained. Learning outcomes are inspected by tracking
annual variations in various data concerning GPA.
Standard 4. Faculty and Staff
An appropriate assistance system is in place to enable the President to exercise his/her leadership,

and the University strives towards smooth education and learning management and posting of staff
and faculty to improve functionality. The position and roles of the University Operation Council andeach Faculty Council are clearly stipulated, and education and learning management has been
designed with consideration for the appropriate decentralization of authorities and clear definition ofroles and responsibilities.
With regard to the recruitment of faculty, the University secures personnel in excess of thedesignated regulations for training facilities and the Standards for Establishment of Universities,
appoints them in line with the educational targets and educational curriculum, and appropriately
implements promotion etc. With regard to professional development, FD (Faculty Development)
aimed at improving teaching content/methods etc. and SD (Staff Development) aimed at improving
the quality and ability required for university operations are effectively conducted. The University
has created a Faculty Ability Development Plan as an annual SD training plan, and is striving toimprove staff quality and ability. In addition, a Mutual Education System has been introduced andimplemented for those in managerial roles. The full-time faculty are obliged to submit Faculty
Evaluation (Target Plans) and Faculty Evaluation (Results Reports) combined with Research Results(Progress) Reports, and a system is in place for the systematic support of research activities. With
regard to research ethics, a two-tier screening method is used to make screening stringent andefficient.
Good points
 The way that through the posting of the Head of Academic Affairs Division, who is a member of
the administrative staff, as an Assistant to the President governance is bolstered and smooth
operations achieved in education and learning management are worthy of evaluation.
 The provision of varied SD training opportunities concentrating on language training in order torealize the founding principles merits evaluation.
Standard 5. Management, Administration and Finance
The University’s incorporated entity’s long-term vision and mid-term targets and visions andaction plans for each affiliated school are formulated, and the University is diligent in ensuringconsistent university management. With regard to the prevention and countermeasures of breachesof human rights (harassment) the University seeks to convene meetings of an agile Harassment
Prevention Committee, and in the case of crisis management (responses to emergencies, accidents,disasters etc.) too it is continuously pursuing initiatives to solve issues.
In line with the Private Schools Act, the Board of Directors is positioned as the ultimate decisionmaking organ, and it is appropriately run. Mutual checks between the University’s incorporated
entity’s and the University’s administrative organizations are functioning appropriately. The auditors
attempt to strengthen the auditing and inspection system, and there is a system for checking the Boardof Directors’ execution of matters.
Securement of a financial base, which is included in the Revised Secondary Mid-term Target
Action Plan and for which the key performance indicators (KPI) are set, is positioned as a mid-term

target for financial operations, and the University is striving to gain autonomy. The accounting of theincorporated entity is appropriately conducted in line with the Accounting Standards for Incorporated
Educational Institutions, an accounting auditor carries out regular audits, and an accounting audit
reports is submitted to the auditors when accounts are settled.
Good point The Operations Promotion and Integration Committee has been established as a body toeffectively run a PDCA cycle regarding the attainment of the incorporated entity’s mid-termtargets, and the fact that it is bolstering functions is worthy of evaluation.
Standard 6. Internal Quality Assurance
According to the J. F. Oberlin University Self-Inspection and Evaluation Committee Regulations
a permanent quality assurance system is in place through the organization of the Self-Inspection andEvaluation Committee. Internal audits are regularly conducted of each organization by the Audit
Office, and a responsibility system has been established to deal with internal quality assurance. An
Annual Report is compiled based on the various annual reports and information is shared through theUniversity website. With regard to self-inspection and evaluation and certified evaluation andaccreditation, the Self-Inspection and Evaluation Committee has been set up as an organization toconduct screening and evaluations, and is used to improve the education and research standards ofthe University.
The IR/Archives Center collects and sorts various information about the University and its
incorporated entity, and shares this information on-campus in the form of the J. F. Oberlin University
Fact Book. With regard to the execution, operation and management of the business plan based on
mid-term targets, the Operations Promotion and Integration Committee has been organized and a
PDCA cycle mechanism for the entire University established.
Good point The J. F. Oberlin University Fact Book published each academic year by the IR/Archives Center
is a document that provides an overall picture of the educational activities of the incorporated
entity based on objective data and merits evaluation.
In summary, the University stipulates specific educational targets in line with the founding
principles, mission etc., and the University is run according to the three policies. The education andlearning organization and university operation organization have been appropriately organized, anddecision-making runs smoothly. In addition, suitable and effective initiatives rooted in the mid- andlong-term plans to incorporate self-inspection and evaluation in internal quality assurance, and aresponsibility system have been established.
Note that with regard to the University’s unique standards, the general comments on “Standard A.
Internationalization of education” should be referred to.

It should be noted that the University has cited the following remarks.
1.

Service learning

2.

Project to encourage exchanges between regional and Tokyo-based students (NationalSubsidy for Regional Revitalization Support Project)