HOKURIKU UNIVERSITY（北陸大学）
Evaluation summary
This university has demonstrated satisfactory compliance with the standards of the Japan
Institution for Higher Education Evaluation.
Standards

Evaluation result

Standard 1. Mission and Objectives, etc.

SatisfiedStandard 2. Students

SatisfiedStandard 3. Educational Curriculum

SatisfiedStandard 4. Faculty and Staff

SatisfiedStandard 5. Management, Administration and Finance

SatisfiedStandard 6. Internal Quality Assurance

Satisfied

Good practices○The university is raising the awareness of faculty and staff, leading to university reforms andimprovements, through measures such as establishing the Hokuriku University Manifesto andwidely publicizing the code of conduct for faculty and staff, including the university’s mission andgoals, both within and outside the university. These initiatives are worthy of evaluation.
○In order to actively support the advancement of international students in the Faculty of Economics
and Management and Faculty of International Communication to graduate school, not only does
the university’s Career Support Division and Career Support Committee undertake various
measures, but also seminar supervisors provide support as well, and many international students
wishing to advance to graduate school do so. These initiatives are worthy of evaluation.
○ The university has established various independent scholarship programs and proactively
providing financial support measures for many students, including international students. These
initiatives are worthy of evaluation.
○With regard to active learning, in addition to conventional group work with small student numbers,
many classes with large student numbers are also incorporating interactivity. These initiatives areworthy of evaluation.
○The university has established and operates a system for inspecting and evaluating learning
outcomes in accordance with the Hokuriku University Assessment Policy. This system includes
evaluations by external entities such as pharmaceutical associations and other medical extragovernmental organizations and the Junior Chamber. This initiative is worthy of evaluation.

○As part of SD initiatives, the university provides FDer (Faculty Developer) and SD Coordinatortraining, thereby invigorating SD activities. This initiative is worthy of evaluation.
○The university incorporates key goal indicators and key performance indicators into mid-termplans, systematically tracking and verifying progress. These initiatives are worthy of evaluation.
○The university has built a Decentralized Education and Learning IR Data Analysis Environmentthat aggregates, compiles and visualizes various education- and learning-related data scatteredamong the university’s faculties and divisions, creating an environment that enables shared usage,
such as analysis through collaboration between faculty and staff. This initiative is worthy ofevaluation.
○The university has established a PDCA cycle for internal quality assurance based on objective
indicators, such as setting key goal indicators and key performance indicators in mid-term plans,
andcertainresults

arebeingachievedintermsofuniversity

operations

andimprovement/enhancement of education. These initiatives are worthy of evaluation.
Recommendations for improvement○With regard to the fill rate of total capacity for the Department of Pharmaceutical Sciences, Facultyof Pharmaceutical Sciences, the university has taken measures such as reducing yearly enrollment
quotas, but the fill rate is still extremely low at less than 50% of total capacity. Improvements aretherefore required.
○With regard to directors’ terms of office and when said terms of office start and end, the actual
practices are inconsistent with the stipulations of the articles of endowment concerning theinclusion of a director in the Board of Directors prior to their term of office as part of their duties,
as well as with the stipulation concerning a director not being included in the Board of Directors
despite being in the middle of their term of office. Accordingly, improvements are required.
○With regard to auditors’ and councilors’ terms of office and when said terms of office start and end,
the actual practices are inconsistent with the stipulations of the article of endowments concerning
the inclusion of an auditor or a councilor in the Board of Directors or Board of Councilors prior totheir term of office as part of their duties, as well as with the stipulation concerning an auditor ora councilor not being included in the Board of Directors or Board of Councilors despite being in
the middle of their term of office. Accordingly, improvements are required.